Video Summary
00:00
All right, look to the left, look to the right. We’re missing some people. Right or wrong, this is what separates the quitters and the bidders, right? These are the people that weenie out. It’s amazing. You know, I used to hear all the time, everybody wants to go to heaven. Nobody wants to die, right? I want to go to heaven. Just not this weekend. There’s a couple fights on this weekend. There’s a good golf tournament, right? There’s stuff you got to do. And this event, you know, every time I come to event like this, I think I figured out it was like my 18,000th thousand fast. Art school or leadership school. But every time I come to event, it reminds me we built our whole career.
00:36
How many times people say, people that I know that are outside of the business, that are maybe a member of my club or somebody that I. That I know that I play golf with or someone who’s successful, they’re like, you know, in your business, like, where did you learn? You’re like, where’d you gain wealth? Like, what? What? Every single thing that we have is. Every asset we have came through this business. It’s amazing how many people think, oh, where else do you make money? This. I don’t drive Uber on the weekends. I gave up my. My Lyft job on the weekends. And 100% of our income comes from this business. And what’s crazy is, you know, a lot of us don’t realize we learn this. You don’t. Some of us are. It’s like learning a song, right? I never forget my.
01:17
When my daughter turned 13, we had a little party at the club, and. And all her friends are out there, and I think I could dance. I was doing splits and stuff, and I was out there dancing. And now how many remember that song from Michael J. Jackson, pyt, Pretty young loving tlc out there dancing. And my daughter didn’t. She didn’t talk to me for two days. She’s like, dad, you’re so embarrassing. You’re doing splits and dancing. All my friends, she goes, and first of all, you’re embarrassed. Second of all, how did you even know that song, right? And what’s crazy is I haven’t heard that song. I didn’t hear that song for, like, 30 years, right? And then all of a sudden, it popped on. But it’s like learning. How did you learn the song? It’s repetition over and over again, and.
01:57
And sitting in an event like this, you don’t realize it, but someone’s gonna ask you a Question and you’ll answer it. And we built our whole business listening to people. And so many people have inspired us. I just finished my first book, which is pretty cool. I have to return it because I rented it from the library. And if I don’t get it back Monday, they charge a late fee, so I’m expired. But I gave an example. I gave an example of people don’t see it, right? They don’t understand the business. Cause they don’t take the time to fully understand. They don’t think that they can do it. And you know, I gave a talk years ago, and I’m gonna do it today. And it talked about Bob Sapper, when.
02:38
When he was mentoring us, when he was alive years ago, he used to do this whole talk on. In order to seize it, you’ve gotta seize it. And he used to just talk. He was like this big. So he was like this. He’s like, in order to seize it, you gotta seize it. The first couple times I saw him. And most people don’t see it. And sometimes in the midst of a hurricane or a flood, people don’t get wet. And sometimes there’s. I talked about terminology and perception. I want to give you an example. In 1965, a guy by the name of Fred Smith started. Came up with this concept of FedEx. And how many. Some of you see me do this presentation before? But how many. How many times have you seen this FedEx emblem?
03:24
How many have never seen what I’m talking about here? Okay, so Fred Smith did this paper in college. He went to Yale. I’m from Jersey. You guys know where Princeton is? Yeah, I’m just from Jersey. But. But so he went. This guy, Fred Smith, went to Yale and he did a paper. And one of his papers was talking about. I think it had to come up with a business concept. So his paper was about a business that he would create in the. And the professor gave him a C on it. And he said, it’s a stupid idea. Who the heck would ever pay to have something overnighted? Like, what do you need that fast now? You don’t want to overnight. If somebody wants to send me something to sign, I’m like, just docusign and send me that crap right around.
04:07
Like everything has to be done right away, right? And if you think about it, he came up with this concept called FedEx. And I was doing a talk one time, a school like this from Mike Evans years ago. If you know Mike Evans, he’s a pretty Animated guy. And went out before the school, and like a knucklehead, he made me drink. And I’m uncomfortable about drinking. No. So he made me drink, and I had a little too much. I was overserved. And I said, mike, I can’t drink. I can’t. I can’t drink before I speak. I can’t. And he goes, no, just have a glass. Have it. All of a sudden, I was out of it, and I’m sitting in the front row, and Mike goes to introduce me. I’m the closing speaker at his event. And I’m half in the bag, actually.
04:44
I was hole in the bag. And he comes up and he starts talking about his team was called the Extreme Dream Team. And he starts going off hoax about this, the Extreme Dream Team. He starts going, we’re heading in a direction. He puts up the FedEx symbol, and he goes, we’re heading in a direction, and the Extreme Dream Team, where I’m going to put an arrow in. And he starts going, you know, a lot of people don’t know there’s an arrow in FedEx. And I’m sitting there going, there’s no arrow in FedEx. I was drunk, but I wasn’t that drunk. How many? How many you see the arrow in FedEx? Okay, put your hands down. How many do not see the arrow in FedEx? Be honest. Even if you’re not wearing deodorant, raise your hand. Couple people like, there’s no arrow in FedEx.
05:30
How many see the arrow in between the E and the X? Now watch this. Be honest now. How many do not see the arrow beyond? Look at. See? In order to seize it, you got to seize it. So Mike starts. And I’m sitting, and I’m drunk, and I’m like, mike. There’s no arrow. And all of a sudden. All of a sudden, it starts. He goes, look, it’s. And he made it blink. I don’t have it blinking. And I was like, I don’t see an arrow. And his wife’s next to me. She goes, it’s in between E and E. X. I’m like, mike, there’s no arrow. Dude, you drank more than I drank, right? And then all of a sudden, he. He starts pointing. Watch. And he starts, please tell me you see it now.
06:21
And I’m in the front row, and I’m like, there’s an arrow, right? It’s a true story. I yell out. He’s like, bro, no more. He didn’t want me to speak after that, right? And I share this For a reason. I come off the stage, like today, I wrap it up. I get off the stage. I get on the plane. I’m heading back from Chicago to my. I call, go, babe, did you ever see arrow between Enex and fedex? Like, there’s no arrow. I go, babe, you know, between. What are you talking about? I’ll show you when I get home. I was all excited, right? True story. My driver, I used to have a guy that’s Henry drove for me for a bunch of years. And I could. This way there’s no road rage. So Henry picks me up at the airport. Henry picks me.
07:02
He’s. He’s from Jamaica. He’s like my brother. He’s like my brother. I go, henry, do you ever see the arrow between the E and the X? He’s like, what are you talking about? So I started telling between the FedEx, there’s an E. He’s like, what do you mean? We’re on the west side highway in Manhattan. There’s a FedEx truck. I go, henry, see? He’s like, there’s. He’s like my brother. There’s no arrow. I get out, I start banging on the guy’s truck. The guy get out with a bat, like he wants to fight me. I go to my office building. I see the FedEx guy. True story. I see the FedEx guy in my office building. The guy, for 20 years, he was in my office building in New Jersey. I see him in FedEx the next day.
07:36
I go, hey, bro, I just found out about the E and the X. The arrow. He goes, what arrow? True story. I go. I go, come on, dude. I go, you know the guy who founded the company? The arrow heading in the right direction? He goes, there’s no arrow. I go, and he has a satchel thing. He pulls it out. I go, look, right here. He goes, oh, my God, they’re on every one of them. How is it. Some of you, please, Some of you don’t. Still don’t see it. Okay, but how is it possible that we overnight stuff, we see it? How many trucks go by? All of us, every time now, those of you never seen it before. Every time you see a truck, you’re gonna see an arrow. Big plane landing, you see an arrow.
08:17
How is it possible that you never saw. It’s kind of like. It’s kind of like the first time I bought a Harley Davidson motorcycle. I know, it was a hundred year anniversary special edition. No, it’s one of a kind. But I goes, you only. It’s one Of a kind bike. It’s a special edition. I drove eight miles back to my house after I bought the bike. I saw 74. One of a kind special editions. Right. All of a sudden you get involved in a business like this and people start complaining. They start talking about their job and bitching and moaning. Excuse me, complaining. And. And then all of a sudden you get in Primerica. You go, so in other words, if I could show you how to double your income, because you hear things and you see things different, right or wrong.
08:56
And so most of us, it’s not that we don’t understand the business. The challenge is we don’t get a chance to see it. And because we don’t see the opportunity, we don’t seize the opportunity. It’s not that you can’t. But a lot of us aren’t willing to take that next step because we don’t think we can do this thing and we don’t see the opportunity. If you could pull that next presentation up for me, please. I appreciate it. 10. It’s building and maxing it out. And I think so many of us get caught up in, like, what should I focus on when I’m new? Should I focus on recruiting or should I focus on selling? And the answer is yes. Should I focus on bringing people down to the office or should I focus on setting up and scheduling appointments? Absolutely. Okay.
09:39
And the answer is it’s not about selling. Right. And it’s not about recruiting. It’s not about picking up an iba. It’s about building. And that analogy, a lot of you seen, like, if you’re in a rowboat and you just turn with your right hand, you’ll go in a circle. If you, if you roll with your left hand, you’ll go in the other. The other direction. And if you’re just focused on selling, you’re going to spin around. If you just focus on recruiting and not training and developing. And so there’s a little bit of a contradiction in there. But the fact is, if you want to build a business, it has to be recruiting and selling. If you want to get both oars taking you in the right direction. And I use this example all the time, whatever you focus on grows.
10:23
But sometimes we get frustrated because our recruiting is not growing. It’s because you’re not focused on it. And more importantly, you’re not putting attention to detail and you’re not putting time and energy in and it hasn’t compounded out. So I want to give an example here about building A lot of people say, well, Keith, we’re in a financial services business. I don’t believe we’re in a financial services business. I think some of the companies you represent are in the financial services business. I think we’re in a financial distribution business. I think we’re in a delivery of financial products. Primerica is in the financial services distribution, not in the financial services business. People go, is this like multi level marketing? I don’t think it’s multi level marketing. I think what happens is it’s distribution. A lot of times people go, is this like multi level?
11:07
I don’t see. I think our business is structured very similar to real estate. It’s very structured, similar to the financial services. Just like auto insurance, just like the mortgage industry. Very similar levels of overrides in that you understand every time you buy an auto insurance policy, there’s four or five levels of overrides in that. The difference is you and I don’t get the opportunity to do that if we don’t own our own business or build our own company within a company. So let’s look at the leverage that we create. I talked about leverage earlier, right? You get license, you create leverage, right? As you continue to go, you get competent. You have the value in the crusade side, the big three, right, which is protection, debt saving and investing, which is the value we provide for people.
11:45
You can grow and if you look at it, if you get referrals. So if you want to be in the financial services business, I think you need to be in a financial education business, not the sales business. If you look at the financial education business, you create leverage on the left side of your page. You will personally more places to go than you have time to. You will personally make a lot of money. But the more money you make in the financial services business, the less freedom you have. See, I love some. The longer you’re here, just like I said yesterday, if I drop a bottle of water, it goes to the ground. Why? Because that’s gravity. Gravity in Primerica is the longer you hear, the more you start going into the sales mode or the securities mode, which is most what people do.
12:27
And I don’t have a problem with that if that’s what you choose to do. I don’t want to be in that business. I want to override a lot of securities. I don’t want to be in the security. I love the securities. The securities is the sexy side of our business. But I don’t want to be personally in the securities business. I want to Be in the securities distribution business. We travel a lot. I talked about that earlier. I don’t want people calling me when the market’s down. I don’t want. I don’t want people call me when the market’s stuck. I don’t want people freaking calling me. I don’t answer client calls. I have five left, I’ve kept. Just because I kept them personal. Every other client we’ve given away, I don’t want.
13:09
I would rather override a huge block of business and train and develop people. Now, I was in that business for a period of time so I could show others how to do it. I don’t know how to play the piano, so it’d be very difficult for me to teach you how to play the piano. If I knew how to play the piano, it would still be difficult for me to teach you how to play, but I would have a better shot, right or wrong. So I learned how to play this piano called Primerica. And we’ve been showing people. Doesn’t mean everyone learned it, but I’m more competent to show that. I didn’t want to do that forever. And you shouldn’t either. It’s whatever you’re doing right now. The cool thing is, if I was a plumber for the next 30 years, I’d be plumbing.
13:50
If I was a cop, I’d be copping or whatever, right? If I was a dentist, I’d be dentisting, right? Well, in our business, what you do is you do three to five years where you got a bus at condensed timeframes, and then you put yourself where you work yourself out of a position. You’ve got to create leverage. And I don’t care how good you are at sales. Hey, listen, we have guys in our Hierarchy that make $2 million a year just off the security side. Don’t have a big team. I have guys that are direct to me that came out of my base shop, big recruiting, that make 3, 4, $500,000 a year, and all they do is personal sales and insecurities. They don’t recruit, they don’t. And if that’s what you want to do, God bless you.
14:27
That’s not what I want to do. I want to run a financial services supermarket with home delivery. You walk into a supermarket, you got a deli aisle, you got a produce aisle, you got bakeries, you got. You got dairy products, right? You got whatever you wanted. I want to have that fun. If you want to run the deli department, then run the deli department. You can build a business and you don’t have to ever feel uncomfortable about that. I wanted to be in the distribution of financial products. And if you just do the left side here, you can make a hell of a lot of money. Promise you this, you could replace your income at your job, have no boss, have nobody control you if you do those things and create leverage on the left side of the page.
15:09
But make no mistake about it, if you focus on that, don’t get frustrated in 10 and 15 and 20 years that you don’t have 10 or 20 or 30 or 50 or 100 or 500 RVPs. And that’s okay because you, whatever you focus on, grow. If you plant tomatoes, don’t be pissed off because cucumbers don’t grow. You can’t get frustrated from the results you’re not getting, from the lack of activity and effort you’re not putting forward. Right? I read this thing one time. It says, I spent a fortune on stationary bikes, rolling machines to check the miles and check the miles I’ve charted, but left off the. Left off the gadget to get me started. And I think what happens is sometimes we got to focus. So if you want to grow your financial services business, you can grow your financial services business.
15:56
But if you want to build distribution, right, all those things on the left side of the page, you can make a hell of a lot of money. You could replace your income, you could work a lot, spend time with your family, mix and choose. You could zoom people. You’re crazy to work for someone else. Once you get licensed and competent. When I say competent, how do you get trained? You don’t. You get Learned. You do 50 appointments, you become an expert. You do 50 presentations, you become an expert. 51 ones, you become an expert. Remember the first time you called somebody to set an appointment? Oh, shit, Mom. Right? Like, and you get like, why is it if I write this thousand people here, if I grab someone right now, I said, here, come on, we’re going to set up an appointment.
16:45
You come up on stage, you’re like, oh, shoot. But if I said, you’re here, grab my phone, do me a favor, order me two large cheese pizzas. Imagine you call up and you’re like, oh, is this the pizzeria? Oh, you don’t sell pizza, do you? Like, why? Because you’re so concerned about. It’s not the phone, it’s what your perception of what’s going to happen on the other end. It’s none of my business. What you think of me isn’t it amazing how we get so caught up? You ever walk behind someone and they trip, you know, whatever, and then they start going and they start running like they were going somewhere or they start dancing like they meant to do that because they feel, who cares? Right or wrong? So we got to put ourselves in a position.
17:35
But if we want to grow and we want to put ourself in a position to create leverage on the right side of the page. You want to build a business, then you got to get good at prospecting and marketing. How do you get good at prospecting? By reading the prospecting and marketing book? By listening to people that are prospectors or marketing? No, by talking to people. By realizing what works and what doesn’t work. See, we get so caught up with the word no. Like, did you ever ask a girl out and she said no? I mean, it’s never happened to me, but I’m saying it. I’m like, it has. So. But. But it. But nobody likes the word no. No’s a two letter word, not a four letter word. But why do we get so caught up when someone says no?
18:17
Because they’re not saying no to you and I. They’re saying no to what you think we’re saying. I use this example all the time. I’m on a plane, I fly a lot. I always chew gum because my ears pop and I’m sitting next to somebody first, and I pulled out a piece of gum, and I always thought, would you like a piece of gum? The lady’s like, no, thank you. I’m like, why? Is it me? Is it something I said? It’s spearmint. You’re more of a peppermint girl. You’re offended by the Wrigley family. I swear I did this. And the lady’s looking at me. Can I change seats, please? And I go, no, no, I’m just kidding. I go. I’m in a business where I always ask people, like, imagine what a cuckoo bird she thought I was. She wasn’t saying no to me.
19:08
She’s. She smiled. She had no teeth. No. So what happened was she. She didn’t want gum. She didn’t want gums. She’s not saying no to me. I didn’t freaking make the gum. You ever go to a restaurant? Would you like some coffee? I’ll have a coffee, sure. Would you like some? Yeah, just a half a cup. Would you like more? No, I’m good. Why don’t you want more? You don’t like coffee anymore? Yeah. Is it the way I Pour. Should I switch hands? It’s like, hey, lady. Right? What happens is, why don’t we take that personal? But we take it personal. When we tell someone the Primerica story, they’re not interested. Two plus two is four. If you’re telling me it’s five or you think it’s seven, I don’t care what you’re saying. Two plus two is four.
19:55
So we got to get good at prospecting market. How do you do that? Go speak. Remember, the first call was a heck of a lot different than the 500th call you made. Remember the first interview? Right now you’re like, bring it, bring it. Right? Recruiting and building. You got to focus on recruiting and building, not just recruiting. And by the way, there’s a huge difference between getting an iba, an eba, getting an iba. Every single person, you should have the intent. The reason I’m putting this IBA in is I want you to get licensed. If you’re not going to get licensed, don’t waste my time or your time. Now that doesn’t mean 100% of the people, but there should be a hundred percent intense to get licensed, right or wrong. And if you’re not interested, who do you know?
20:41
Like when someone says no to you, okay, who do you know that’s sharp, motivated, ambitious, unlike you? No, you don’t say that. But you think it. Because every single day, you got to get up every single day with the attitude, who am I going to meet today? Who am I going talk today? Who am I going to prospect today? Who am I going to introduce myself to that could lead me to somebody that in the next 30, 60, 90 days can get licensed direct to us. Incompetent. That’s every single day you’ve got to be on a mission. That’s that recruiting hat that you got to put on every single day. And you can’t let a day go by. You want to become an bring it. Not a solopreneur, right? Licenses and codes, you’ve got to grow your codes. Listen, we’re.
21:25
We’re in the ninth month of the year. We’re heading into the last stretch of 2025, heading towards 2026. If you’re not where you want to be, then how many codes do you have today? How many codes do you have direct? How many license do you have in your team? Is it growing or is it going backwards? When you look at your daily blaster on pol, your rep profile, is there a negative next to it or positive? I guarantee you this Statistically, we have 497 RVP’s. When I look at people’s income, I show someone if they’re licensing and their codes are up, their cash flows up. If their codes are flat, their cash flow is flat. If their codes are down, their cash flows down. Statistically, I’m not saying spurting for a good month or writing a big transaction. I’m saying statistically.
22:10
And attrition sets in. Everybody wants to do something. Most people tap out. Most people don’t do what they say they’re going to do. And that’s okay. You got to make a decision that you’re going to do what you say you’re going to do. So when people come up for renewal, they don’t renew their license if they don’t see success and they don’t leave because they don’t make money. We had a lot of people made a lot of money and they left. They leave because they lose their vision, they lose their sight of where they’re heading. They lose for the potential and the growth of what we’re doing. So you got to grow codes, license reps on your team. This is what it should look like. A senior rep. I saw a bunch of senior reps get promoted. You should have one to three licenses.
22:45
Don’t beat yourself up. But if you don’t have one to three licenses on your team, then that’s got to become your focus. District should have 3 to 6. Division 6 to 10. I’m just giving averages now. Regional leaders, 10 to 20. RBP should have 25 to 35 licenses. Why? Because Glenn Williams said that the average person who got promoted in Primerica that put on their $100,000 ring averaged about 27 licenses. They recruited about 325 people. Hit that. Now. Do you need to recruit 325 people? Do you have 27 licenses? We promoted people with 24 licenses. We promoted people with 72 licenses. It depends on how wide you are and you hit the numbers, but that’s what you should gear towards. If you talk to my son, he’s got about 21 or 22 licenses. His goal is to hit 30 licenses. Why?
23:31
Because that’s when everything starts to fall into place. To hit the numbers. That’s what it should look like. Right? So if you look at our business. Right. The leverage side. Oh, sorry. When you have more licenses, you got more hours in your day, you got unlimited referrals. Marketing, it’s a real industry. How many people talk about multiple sources of income? It cracks me up when I watch people in this business. Okay, hey, watch your mouth. I watch people. I watch people in this business. I watch people in this business and they start talking about, oh, I start making money, I’m gonna open up a restaurant or I’m gonna open up this. Or I’m gonna start flipping businesses in real estate. And they take time away from their business. I remember speaking to my tax attorney one time.
24:17
He goes, bro, just stay in your lane. You’re so successful in your business, just stay in your lane. I watch so many people, athletes, professional entertainers, they start making money. Then they start opening up all these car washes and car dealers. They. They step out of their lane thinking. Because you hear all the time, msis multiple sources of income. I watch people in Primerica lose the site and they leave Primerica because they think they’re going to go create something. It’s very rare you see someone ever do better. We already have multiple sources of income in our business. Why? Think about it. There’s people that you know that just do annuities for a living. There’s people that you know that just do mutual funds. There’s guys that just sell life insurance. There’s people that just do auto insurance and property and casualty insurance.
24:58
There’s people that you’ll meet. What do you do? I sell mortgages. Guys. We have the ability, we have one business that ties eight or nine different industries into one business. Tell you a story. We got out of the mortgage business for a little bit when were at Citigroup and Citibank, struggled in 08 when the market went upside down and all these companies don’t want to start out of business. We were making almost $800,000 a year in overrides and mortgages. One day they shut down mortgages. We went 800,000 less in mortgages cash flow. That year, my income went up 900,000 in life insurance and investments. Now, if I was in the mortgage business, like, I have a friend of mine, I was at my daughter’s engagement party last week, and this guy had three different companies, three different offices.
25:42
He had 300 employees who ran a huge mortgage business, made millions of dollars a year, lost his house. Yes, he was crying, too. He lost his house, he lost his business. Why? Because all of a sudden he went from writing a ton of mortgages to being out of business. I have another guy I know who’s a friend of mine who works for Allsted. He sells a lot of property and casualty in the state of New York for the last two years. They shut him down. They said, you can’t write any new policies. You can only maintain the policies that you have in force. His income plummeted. He couldn’t write any other auto insurance. If we stop writing auto insurance tomorrow, nothing happens in my business. We stop writing in mutual nothing because. Because we have multiple sources of income, folks.
26:23
Most people don’t see it that way. Oh, is it part time? Is this one of those things you make money off people? It’s multiple sources of income. So we’re a real industry, which is pretty cool. Okay. And when you look at. You got an opportunity, if you want to build distribution, you got to get duplication going. It’s got to be duplicable. People have to be able to copy it. It’s not about writing a ton of personal business. Have this conversation with someone at lunch. It’s. You have to have something. Is your. Is what you’re saying transferable? Is what you’re saying duplicable? Can you copy it? I can’t copy Andy Onsted’s personality. Yes or yes, he’s up here. He talks fast. I. I can’t copy that dude. But I could copy his system. Maybe you don’t have to be me. Thank God.
27:12
But you could copy our system. And is what you’re saying, is what you’re doing, is it transferable? And most people. If I write so much business, most people can’t relate to that. What you want to do is you want to make sure. I’ll never forget for years I mentioned it yesterday. We were number one personal producer in Safford’s hierarchy. And he says to me, what the problem Keith is? You’re not field training people. Said, Bob, I wrote 135,000 a premium. I field trains all these people. He goes, no, you didn’t. He goes, where’s all your district promotions? Where’s all your divisions? Where’s all your regional leaders? How do you write 135,000 a premium, which is like 150 sales for the year, and you have no promotions? He goes, you’re not field training. He goes, you’re field selling. I was like, boom.
27:59
And he was right. I wasn’t duplicating everybody. I had people. I go on appointments and I did a magic show. You know what that is? You ever see where all of a sudden the guy pulls an elephant out of his ear? He obviously didn’t pull an elephant out of his ear. Right? Hector says, it’s like a magic show. You do an appointment. People are like, I’m not interested how long is this going to take? And then 20 minutes later, hand you check referrals, take my wife, like what? And when they’re all of a sudden they’re joining, they’re writing you checks, it’s like a magic show. It’s like, no, the key is when you’re field training, it’s not so much to close a sale. Why do you field train somebody? There’s five reasons you field training somebody.
28:37
Number one is to prove to the person that the business works. You got to prove to someone the business works. If I recruited John Smith tomorrow, I’m going to take John in the field for one reason. I’m going to show him I can recruit people, get referrals and close business. Because everything we say in the meeting and everything we say in a presentation, we tell them what we do. We got to show them what we do. Number one reason is you feel trained to prove to the person that the business works. Number two is to get recruiting referrals. I’m going to say that again, recruiting referrals. Number three is to recruit the clients. You could show that person they have more place to go than they have time to. Number four is to get sales referrals. And number five is to make a sale.
29:12
Most people when they field train someone, they don’t field train and they field sell them and they’re going on an appointment because they have a car payment due or they’re behind on their rent or they owe money on their credit cards and they go, I need an appointment, we gotta go help somebody tonight, please. Right? And then they walk in, they got their bills hanging out. Oh, that’s my phone bill. So, right. And they meet the spouse and like, oh, you must be the spouse rider. I mean, I mean his wife. Nice to meet you. Look at those little child riders. How cute, those little child riders. 15,000 each. And so the number five, you gotta take it and I want, you gotta flip it.
29:52
Because most people, they go on this recruiting and training, develop a field training, field train somebody to make a sale to get sales referrals. If they recruit the client, they figure out get more sales. They don’t focus on, all they want to do is make a sale. Now listen, I think you need to make income while you’re making outcome, but you got to have a duplication. So what happens on a field training appointment, the half hour before and the half hour after is more important than what happens during the appointment. How do you know when someone’s field trained three Sales, four. Sales. Two. Sales hike. No, after the appointment, when they said this. Any. Yeah, when you. They said that. Why did you say this? Why did you say this? Why didn’t you answer that? What?
30:34
And then after the appointment, do you have any questions? I got a couple questions. I didn’t understand why you did this or why. And you explain it to them. Then you go on the next appointment, they ask you questions. When they run out of questions, they’re ready to go. See, you watch me, and then I watch you. And then stop calling me. No. And. And. And then you help them through that process. Somebody asked me at lunch, I don’t spend a lot of time with people that have been here more than two years now. Someone calls me, I’ll answer their question. If they say, could I grab a minute with you? But I don’t. A lot of times, a lot of us in this room, we waste our time with people that are wasting our time.
31:11
And they go, no, I’m helping this guy build. Why don’t you help him by you building your business. And you get wide and you get direct and you show them how to do it so they could watch you do it. Then you eliminate excuses. What are you going to say? I’m going to help him grow. And we waste a lot of time, so it’s got to be duplicable. This is the field training, not field selling. I want to share this with you. All premium is not created equal. See, if you look at your biz blast, you look at your thing, and when an app comes in or something pops up on Pol, or some of you get an email, right? All premium is not created. You have a thousand of premium.
31:46
If a thousand of premium hits in your base shop right now on your team, if you’re a district, a division, a regional leader, that thousand a premium is awesome. You get paid on it, you override, it’s great. But if it’s from existing client, they’re already a client, right? So Plumeri said years ago, you got to keep what you have. You got to get more from what you have first. And then you got to go get new. Yes, you got to do that. But if it’s from an existing client, that premium is awesome. What’s better than that is a personal sale from a referral from a client that’s never heard the word Primerica before. Because that’s new business, that’s new markets, that’s new opportunities. That’s new referrals. That’s new opportunity to recruit them and tell the primary Concern.
32:28
It’s new to ask them what time it is. So you want to aim at a recruit and miss with a sale. What’s this? I did a recruiting interview, Keith. It was really good. I was talking to the guy, him and his wife, and they’re not interested. But I tried. They’re just not. Timing’s not right. Timing. It’s not right. Timing’s not right. But they wanted an F and A right, so that’s aiming at a recruit and missing with a sale. That’s better because at least you’re talking about the recruiting side. How about this? Training an unlicensed teammate. This person’s already in. This person said, I’m already going to give it a try. Now I’m not selling. I’m duplicating. I got somebody. Watch me. You should never close a sale alone. You should. You should never. You should never do anything alone.
33:13
Guys should never close a sale. It should always be training and developing. Training an unlicensed teammate. They have the potential to get licensed. They have the potential to learn. They have a potential to put more hours a day in your business. How about this? Training a licensed teammate that you help. If they’re brand new and they get licensed now I’m training them. They’re licensed without a license. It’s amazing how much there was a point in my career where I went three or four years without training anybody without a license. If you weren’t licensed, I wouldn’t go in the field with you. And people would look at me. They go, why would you not go in the field? Because my feeling was 20% of people get licensed, 80% don’t. Why would I ever waste my time field training someone who’s not going to get licensed?
33:58
That’s like me trying to teach you how to drive a car. And you’re never going to get a driver’s license Now. I changed that because the company came up with a field training bonus. And they said if you recruit one by one, two by two, three by three, the company gets. They’ll pay. They’ll pay for their license. It’s different. But I don’t need to go in the field because I need places to go. You should have more place to go than you have time to. I’ve never made a cold call. I’ve never knocked on a door. 100 of the people we did business back in the day was someone referred us to someone else. It’s people leading us to people. When you show people value, you got more place to go and you have time to how about this?
34:29
A licensed team and on their own, you ever get a phone call from somebody, they go, hey, close the sale. You close the sale with who? Oh, I met. I don’t know if I told you I was a close sale. Blake just did it the other day. I go, with who? He goes, oh, I go, how cool is that? See that thousand a premium right there is a heck of a lot better than the thousand from the existing client. Right or wrong. How about this? You ever have this one? You just closed the sale. What was that thousand? Oh, it’s a licensed teammate. I was training a new person that just hit their field. Training bonus. Now it’s duplication left and right. Does that make sense, guys? How cool is that? That thousand a premium is different.
35:05
That’s why I said all training is not created equal. All premium is not created equal. It’s what our focus is. So we’ve got to do is we got to focus on having duplication and then building relationships. I said this yesterday. If you sell me a term policy, sell me a mutual fund, you sell me annuity. You sell me something, you get paid. But if you build a relationship with us and we build a business together, you get paid forever. Think about that for a second. You recruit somebody, you make transactions forever and ever and continuing to grow. That’s building distribution, rallying people. You need to see it’s earnings per chair, not earnings per share. Some of you sat here today. Hopefully it’s something I said, but most of it wasn’t. And you listen to people say something.
35:53
Maybe you write down and go, man, that makes sense. And all of a sudden you say, man, I wish I had more people here to hear that message. I wish I had more people to hear that person’s message. I wish I had more people here to make. To watch that person go over 300,000 and 400,000. Three different people go over a million. I wish I had more people here to see that. That you can’t duplicate. That’s why you got to rally people. You don’t have to rally people if you want to be on the left side of the page, but if you want to be on the right side, you have to. And if you really want to have ownership, people go, I got ownership. What do you own? It’s like, if I’m. If I’m a. If I’m a.
36:24
If I cut hair for a living, I have my own business. What do I own? A pair of scissors, I leave the bit. What am I going to sell you my Blow dryer. But if I have a salon and I got 10 or 15 or 20 people, if I’m a dentist, would I sell you my tools? No, if I. But if I have a dental office with 20 people. So you’re creating leverage in your business. Does that make sense, guys? And the focus has to be for us to grow. If you could pop the next one up, I’m gonna share. I’m gonna give you a few things as I wrap up. It’s. The next one is produce new leaders. Number 12. I’m gonna give you a task to do, something to focus on when you have.
37:06
Why is it that, like, I’m going on vacation Monday, My wife and I’m going to Paris, and then we’re going to Munich and a bunch of stuff, and my wife has this whole little itinerary set up. Would you ever go to Europe? I don’t. Without an itinerary, I wouldn’t. I have a plane that’s leaving today. I have an itinerary. Your itinerary is your schedule. It’s amazing. We’ll never go on a trip without an itinerary yet. You’ll go to your office on Monday. What do I do today? I’m gonna work hard. I’m gonna do a lot. No, you gotta have an itinerary. Your itinerary when you leave here should be, what’s your intent? So if you want to produce new leaders, the key is you need what’s called new leaders. See, how wide are you? But how many new people do you have?
37:47
How many new people do you have here? How many unlicensed players do you have? How many new players do you have that have been here less than six months, less than a year? That’s what I look at. New players, and then how many are independent? I love when people ask me questions, right? I have RVPs like Glenn Lee. I was just with him a couple weeks ago when he was news. I have a question. I picked up this policy. Glenn Lee hasn’t called me about how to look at a policy since 1999. They asked me stuff about RVPs and produce an RVP’s and expansion, open an office in Puerto Rico. Those are the questions he asked me about where should I save money, tax, how should I set up my trust, my estate plan? Those are the questions he asked me now.
38:31
But he doesn’t ask me those questions. But. So you want independent players, not dependent players. Dependent players. You have no time. You want to create independent leaders. So how many players do you have? But how many of them are independent. How many of them right now are direct to you? Watch this. The only single thing that you and I can control is how wide we get. I can’t control how many directs our directs get. I can’t control how many directs our directs. Directs get. The only single thing we can control is how wide we are. Yet most people stop at 2 or 3. Most of our RVP’s that make 100,000 a year are 2 or 3 wide. Most of our RVP’s THAT are at 250 or 3 to 5 wide. Most of our RVP’S that are at 500,000 are 6 to 10 wide.
39:14
I don’t know why they just don’t go to 20 and 25 and 30. I’ll tell you why. Because they get comfortable. The only time you and I move is when we’re uncomfortable. You ever sit on a plane, your butt falls asleep, you’re like, oh. Or you’re in bed, you’re uncomfortable, or you’re like, right. The only time you and I move is when we’re uncomfortable. And we’ve got to see. We got to be uncomfortable heading in the direction that we want to go. Then they’ve got to be productive. Okay, I got new directs. I got them independent. Are they productive? And so how you get in productive is you get more of them and you can’t. It’s like a piston effect in a car. Someone, hey, listen, Rosh Hashanah is coming up this week. If you’re Jewish, you’re out of commission all week.
39:54
So if everybody on my team is Jewish, Shabbat shalom. I’m out of work if every on my team is Christian on Christmas. Right, See, you want to have a diversified portfolio, just like a mutual fund. And then are they self duplicating? Are they creating other independent players? Are you creating producers, reproducers, if that makes sense. And then teams and layers of teams and people that are recruiting people. You know how many times people go, is this multi level marketing? And I go, no, look, you’ve got no levels, it’s just you. No, this is multi level market. No, look at these guys. They got no levels. It should be levels of leadership, right or wrong. Does that make sense? Last one too, is that French thing, Mason D Farm. Right, as I wrap up, I wanna give you an example.
40:45
You gotta have a game plan of what you want your business to look at. We’re building a farmhouse right now. And this is like, I don’t know, our seventh or eighth house. We built and my brother’s an architect. He’s an architect. And so what we do is when we built a house, every time we build a house, my wife. My wife and I sit out, my brother’s an architect, he says, tell me what you want on it. Give me your wish list. And my old house, I had a big clock through my closet was. It was stupid. I had three levels. I had a ladder, went around. It was like the size of a bedroom. I said, I want a big closet. I want a jiu jitsu room because I do Brazilian jiu jitsu. I want this.
41:18
I have 10 cars, I want a bunch of garages. So we made this little wish list. And then my brother drew it up. And exactly what he drew on a piece of paper became the plans. And then the plans became exactly to the inch what it looked like. So why should I do that in building a house? And yet I don’t do that to build my life. So I built a bunch of houses. My lake house, we built. It came out exactly. So my brother and I sat down, he says, I want a wish list. So my wife and I bought this property. We wanted farm. I’m going through midlife crisis. We bought this farm land. It’s got 20 acres of corn on it. Right now we’re gonna get animals and stuff. People go, how are you going to take.
41:57
I’m going to hire someone to live there. I’m not doing that. I’m recruiting like a 21 year old Brazilian girl or something to live there. Who’s going to handle this? But so. But I don’t know anything about animals, but I like the way they look. So we’re going to have them on our property. But that’s the view from the farmland we bought. So we got the land, right? And then that’s my golf club. Hn is Hudson National. That’s my golf club. And I said to my brother at lunch, he goes, what do you want? I said, I want a barn. I want to have like about 250 people if I could have a meeting in there. My brother goes, you do like indoor basketball, indoor pickleball. And I go, yeah, it’s gonna be like Buisan’s house. He goes, what’s Buisan’s house?
42:31
I go, all right, never mind. And then you see the back left? You see that silo? I want a silo, but I want it glass. And I want to have a speakeasy. I want to have a gym. I want to have all this stuff. So it’s four levels and then My wife wanted a French farmhouse. She kept sending me pictures of this French farmhouse in French. In France. And I said, babe, I’m not buying a French farmhouse in France. So finally she wore me out. I said, all right, we’ll get a French farmhouse, but it’s going to be in Jersey. So the middle is the friends farmhouse and to the right is some more garages and stuff. So my brother drew this in about four minutes at breakfast. If you see my fruit there in a bit.
43:05
Four minutes of breakfast from a wish list. Then he took it to the. To the plans and that became the plans. Right? This is 30 days later in a couple dollars. And that’s the rendering of what it looks like computer generated from the plants. Pretty close. See that silo in the back is all glass. You can see it’s 60ft high. It’s going to be cool. It’s going to be party city in there. And then see the horse on the left? Even through a computer generated horse. And that’s the back of the house. So the last thing I need is. I kept telling I sold my big house was so big, I’m downsizing to go to something bigger now. But we’re going to use this for the business. My daughter wants to get married in the barn. We. But.
43:50
And then my wife and I went there during construction and just every time we build a house, I kept going. She goes, we should have made the barn baker. I’m like, babe, what? Raise your hand, Tyler. I go, I said, our barn is that long. She goes, I don’t see it. I’m like, babe, look at this. I go, you couldn’t throw a football to me right now. She goes, we should have went bigger. I go in the bedroom and too. So I started doing this and she. I don’t see it. Just like people don’t seize it because they don’t see it. And so we go there the other day. She’s looking, she goes, we should have went big around. We’re gonna have a wedding here. So we’re sitting there, I’m like, babe, just please put.
44:30
Take your fancy shoes off and put some muds on. And then they dug it out. That’s just the barn. Okay. And then that’s all the corn in the field. We drew it. We. We had them plow a thing right up the middle. And that’s. So we did this. So my neighbor who’s been stalking me, I literally six o’ clock in the morning, I got these pictures from. I go, what are these? He goes, I’m Your neighbor, who are you? He goes, I googled you. This is what he says to me. I googled you. I got pictures of it. I wanted to send them to you. I go, he sent it to me on Instagram. I go, what do you mean you googled me? He goes, yeah. He goes, are you going to build a house like you had in Naples?
45:09
I’m like, who are you? I don’t even know this guy. But he does. He has a drone. He’s my new buddy, right? So this is this, right? And then you see it’s starting to come along and starting to progress, right? And there’s my chief executive officer right now. This is the drone picture he sent me. If you see the first floor frame now, all the walls are up this week, this was last week. And that’s the first floor frame. And it’s. It’s not tiny. It’s going to be a little cramped in there, but that’s pretty cool, right? And then, and then that’s it up front. So now all the walls are up. And I’m showing this for a reason. And this is my last talk here. I’m done.
45:50
You start from having a vision of what you want, and then you put it on paper, but then you got to go build it. And you got to build it exactly the way it’s designed to be built. And you don’t deviate. I didn’t say we have a 10 car garage. You know what, make it six. We ordered windows F. We have some extra windows. Just throw them to the side. What you do is you build it exactly as part of your game plan. Does that make sense? And most of us need to put a little faith in the system. How many have ever heard of an Impala? Not the old car. The little animal called an impala. An Impala is like a medium sized. I think they’re from Africa. It’s like a medium sized dog. It looks like an Impala is a freaking nature.
46:32
And this, an Impala has this ability to crazy physical feet. An impala could jump 10ft vertical, hard, vertically. An Impala could go from all four, could jump straight up 10ft. Shaquille O’ Neal couldn’t even do that back in the day. 10ft straight up. An impala could jump 30ft horizontally. So from me to you, it could jump 30ft. How crazy. That little picture like a medium sized dog. And you’ll never see an Impala unless you go to Africa. You’ll see him in a zoo. And every time you see them, they’re. They’re in a. They’re in a cage. But what you’ll notice is an impala will have a wall about this high. And you say, how does an impala not jump out?
47:14
And if you could jump 10ft this way and 30, you could be like, hey, you know, you could move right or wrong, but an impala will not take a step forward or jump if it can’t see where it’s going to land. So the only caveat on that wall, even though it’s this high, they could jump right over it. If it’s a solid wall, the impala won’t jump. They don’t have faith because they can’t see where they’re going to end up. They don’t see it. If you put holes in that thing and put holes in that wall, and Apollo will be jumping back and forth, doing flips and stuff. We’re like that impala. Most of us won’t take action, won’t take that leap of faith, because we don’t see. And you’re on the other side. No, no. We got pillows. Just jump. I gotcha.
47:58
Bring it. And you got to take that jump. And if we want to grow our business, then you put a little faith in this system and a faith in what we’ve created, and let’s go out there and build something big. Love you guys.
