Executive TLDR
Run toward the vision instead of just admiring it.
Compete only on measurable production and activity.
Stop trying to be creative to avoid doing the work.
Focus on 2 by 2500 and a check a day mentality.
Win the first 10 days of the month.
Follow the 24 hour rule for emotions.
Keep your process simple and duplicable.
Video Summary
Bernard Alerte challenges leaders to reset and approach the second quarter with urgency and discipline. He emphasizes that seeing the vision is not enough; you must actively run toward it. Goals sound inspiring, but execution determines results.
He reframes competition by reminding everyone that only measurable activities matter. Production numbers, hours worked, recruiting, and personal output are trackable. Competing for recognition or attention is unproductive because it cannot be measured or controlled.
Bernard warns against trying to invent new systems or contests to avoid the real work. Instead of searching for creative shortcuts, leaders should focus on fundamentals such as personal production and consistent recruiting. A strong example is targeting 2 by 2500 in personal production weekly and adopting a “check a day” mindset. If the company is willing to pay daily, leaders should expect to earn daily.
He also stresses urgency early in the month. Rather than scrambling at month end, teams should win the first 10 days. Achieving goals like 3 by 3000 early eliminates pressure and builds momentum.
Emotional maturity is another core principle. He introduces the 24 hour rule: whether you win or lose, give yourself 24 hours, then move forward. Emotional reactions can derail progress if not controlled.
His central message is to keep the process simple and duplicable. Do not constantly change systems. Work closely with your coach, refine where necessary, and repeat the fundamentals until they work. Leadership is demonstrated through personal action, not speeches. Finish the race, stay disciplined, and execute consistently.
FAQs
What does “simple and duplicable” mean?
A process that teammates can easily copy without complexity or constant changes.
Why focus only on measurable competition?
Measurable metrics like production and hours provide clear accountability and results.
What is the 2 by 2500 focus?
A weekly personal production target designed to drive consistent income and momentum.
Why win the first 10 days of the month?
Early urgency prevents month end panic and builds confidence.
What is the 24 hour rule?
Allow yourself one day to process wins or losses, then refocus and move forward.
Glossary
2 by 2500 – A weekly personal production benchmark for consistency.
Check a Day Mentality – Expecting daily income by maintaining daily production.
Measurable Competition – Competing based on trackable numbers like production and activity.
Emotional Business Maturity – The ability to control reactions and stay focused long term.
Duplication – Creating a simple process others can repeat successfully.
Transcription:
I just want to share a couple of things with you guys real quick. Excited about the Army Empire team, right? Excited. Growing. Kissing me office. I still can’t pronounce it. Kissing me office. Right. And so all the leaders and all the RVPs are doing a great job. Tim Unhelp, Elanco, Joey andy Morales, Tim Allen helped out with their ring. Next 90 days, Joy’s going to second Joy and I going to second diamond the next three to four months. So excited about that. Just want to share something with you. We’re going through the second quarter of 2025, and this is something that we did for ourselves just for Bernard to just to get reset.
Right?
And again, this presentation is for training purposes only. Any similarities to actual person events is purely coincidental. Just let you guys know.
Right.
I think this is time the usher should come to close the door here so we can make offering.
Right?
Thank you. You guys will get that later. So I just want to share a couple of things with you guys real quick. See, 225. 2025 has to be different, you know, especially the second quarter. So what are some things that we should do? Right. Second quarter. This is for us. Number one is it’s not good enough to see the vision. We have to what? Run towards it. See, a lot of us had incredible goals in 2025, and it sounds good, it looked good. But you got to run towards it, right or wrong. This the second thing we have to reframe, Bernard. We have to reframe our perception of competition. Primerica was built on competition, right? It’s crazy. The company has some great incentives right now. Getting the glasses, right? Getting one by one, you get the glasses.
Three by three thousand, you get the jacket. And I think a lot of us, we don’t go after it. Right or wrong. It’s not about the glasses. It’s not about the jacket. Is by making something happen, right? And that’s something we’re missing, right? See, Stop competing for things that are not measurable. Stop competing for things that are not measurable. Only things that you can measure is production numbers, hours. You measure, right? A lot of us who compete for. This guy gave me five minutes. I only got 10. This person got this. This person got that. Right or wrong. Stop competing for things like that. You can’t. You can’t stop that. You can’t measure that.
Right?
Again, stop. This is us. Stop trying to get creative by avoiding the work. We try to think about, oh, we need a new presentation, we need a new system. We need to Have a new contest. Stop. We spend so much time trying to be creative instead of avoiding the work.
Right?
What’s the working part? Let’s actually do the work this year. This is for Bernard, not for anybody. Let’s actually do the work this year. How about what? Getting the jar like Miguel jar every day. A focus on getting 2 by 2500 personal every single week. See, that’s the work to get our business going. I think we can a lot of us talk about the willing narrow what they got going. Oh, this is why they’re doing licensing. But our team needs to see us do it. See, our team doesn’t need a history lesson. They need to see me do it. Us doing it.
Right.
Have a check a day in business. Mental. We’re in business, right? We see Primarkos want to pay us every single day. We need to have a check every single day. See, Primarco’s willing to pay us every single day. Shouldn’t we get paid every day?
Right.
If you think about it, right. See, some of us have you work for every week or every two weeks. And if you work for two weeks, do you expect a paycheck? So why is it we come to Primerica and Primarka, say, I’m willing to pay every single day, and we don’t expect to get paid every single day.
Right? Right.
Stop waiting for month end to make the right. Stop waiting for month end. Let’s have the sense. See, a lot of us, our team, we’re guilty. I’m guilty of that too. Our team’s guilty. Like we cruise and when we get to month end, then we try to get what? We try to crank it up. Listen, let’s have a sense of urgency right now. So we don’t have a sense of emergency at the end of month end.
Right.
Let’s make sure the first 10 days of the month is what we need to hit. Let’s do 10 by 10. The first 10 days of the month depends where your business is at. Get your three by 3,000. Listen, companies say if you get your jacket three by 3,000. Get it done the first 10 days of the month. We have five more days to do it, right. See? 24 hour rule for emotions. Win or lose. See, some of us, sometimes we get so pissed off, something happens. 24 hours, win or lose emotion. 24 hours emotions are our worst advisors.
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If you had a great day, awesome. 24 hours, you’re done. Enjoy it. And next. If you had a bad day, get over 24 hour. Next recovery.
Right?
Start fighting for your coach and team. Start fighting for your coach and team, not with your coach. Let’s start fighting with our coaches. Let’s start fighting with our team. Let’s say, listen, what do we need to do? What goals we need to hit? Let’s fight together. See, if we don’t fight for our coaches, our team will never fight for us.
Right?
See, keep your process simple and duplicable. Don’t change it until it works. Some of us, we want to change so much. Listen, we’re going to hear a lot of incredible messages today. And everyone has a different way, different perception how things should be done. Don’t change what you’re doing right now. Get together with your coach, you enhance a little bit, but don’t change it, right? Keep it simple. You keep doing it. Keep doing it until what, it works, right? See, you have to develop emotional business maturity. And the only way we’re going to get that is to what? Working, self, improving, working ourselves every single day, right? Finish the race. See, there’s a lot of races that are hard for us to finish, but they are necessary for us to finish. See, this race is necessary for us to finish, right?
Sometimes we tell our coaches, man.
