 Hey there, this is Vlad from the Insurance Sales Lab, and welcome to the Insurance Sales Lab podcast. Today, my guest is no other than Craig Wiggins. Craig, welcome to the show. Appreciate the invite. I'm glad to be here. Yeah, I think a lot of people who are going to be watching this are going to be totally confused why the two of us, you know, a training company that works with insurance agents, I do the same. Why in the world would we, too, have a conversation? I think, for me, I always want to learn from people who know something I don't know, and I can learn from everyone. And obviously, you achieved some success that less than 0.01% of agents in the country have ever achieved. So what I'd like to do today is pick your brain on how you went from zero customers a few decades ago, no book of business, and you grew your agency to now you're at, what, 40 million as a book of business? Yeah, we built the 40 million. 40 million. Cool. We can talk about a thousand different things. Today, I want to focus on how you structure your team, how you segment them, what targets they have, how you manage the business side of things. And if you've removed yourself and you've put people in position, I'd like to ask about that as well. But before we do that, has 40 million always been the goal when you got into the industry to be one of the biggest agents in the country? How did that all happen? Man, the goal was just to survive in the beginning. I started from scratch in 1996, and it was a tough time to get started. Our company, Hurricane Andrew, just come through Florida a couple years before. So the guidelines and the rates are extremely restrictive. If someone had one ticket, one accent, or one claim in the past five years, we couldn't write them. So it was a really tough time. I remember the idea was, or the plan, the state plan in Alabama, was 1.9 cars a month and 0.9 homes a month. That's what they expected out of me. Wow. Agents at that time as a scratch agent. So it was tough. I just, I had to sell out of life insurance, had to sell commercial. And frankly, every single person I went through training with, they were gone within 18 months. And I was the only one left. So it was tough. So that said, the goals back then were just like, Hey, let's just make it to the, let's make it to the next month. And then obviously they changed over time as things got better and that type of thing. But no, that was not the goal originally for sure. Yeah. Was there a moment in your career where something clicked or you had a epiphany or something occurred in your agency where you felt like, okay, I don't have it all figured out. But I think if I lean into this idea that I'll be able to grow this thing to what it is right now, was there a moment like that? If so, what was that moment? Yeah, I think a couple years in when I started working with new home buyers, right? You got to remember the guidelines and everything. When I worked with the new home buyer, they didn't have any claims history and they had pretty good credit or they couldn't be buying a house. So they fit our underlying model. Okay. And I started working with the mortgage officers and the processors that were working with those new home buyers. And all of a sudden things just started to click with me that, Hey, this may be the way to not only grow the business, but, you know, lead generation, using the loan officers and centers of influence to get the leads. That was a home run at that time. And of course you got to remember back then that was, almost 25 years ago. There weren't a lot of internet leads. There weren't always warm transfers. Direct mail was kind of a thing, but it was mainly, you know, relationships and that type of thing. So that's what I ran with. And I probably went to about probably 10 million strictly off that process. What can we do to work with loan officers and processors to drive business. And that was probably the initial success that I had that kind of, you know, built everything going forward. Zero to 10 million. How much time did that take? That was probably about eight or nine years, something like that. And then 10 to 20. How much time did that take? Because that's a different growth plan at that point because Yeah, 10 to 20. I'm going to say probably another four or five years to get there. And there were some acquisitions once, you know, I got to 10 without any acquisitions. Or maybe there's one or two small ones in there. But then once I started getting scale, I realized, hey, the way to really blow this up was to buy more agency. So, you know, the later acquisitions, that really fueled the growth. And, you know, that's how you can, that's how you can go from 20 to 40 in just a few years. Got it. So as you make those acquisitions, your team grows, you're at, how many team members are right now? Did I get this right? 31? Yeah, 31 total now. 31 total. How do you segment your team and how do you manage a $40 million book with 31 team members? Well, you know, and I think for people watching this, you know, if you're not that size now, what we do today may not be that important for you. But, you know, my goal, my vision for this through the years has always been to continue specializing, right? So a lot of agents, they have people that do everything. They're hybrid models, they service, they sell. Once we broke off and started having people do the sales and other people do the service, you know, that was the first big step. But then from there, every time somebody's doing work that is below their pay grade, like if I'm paying you, your producer, and let's just say you're making $35 an hour when everything's considered. If you're over there doing a lot of work that's $12 an hour work, and there's enough of that work for me to go hire somebody, I need to go hire somebody to do that work, right? So I create another, that's right. And just keep specializing as we go forward. So, you know, sales assistants, admin assistants, people specializing inspections, running cancellation audits. So you constantly develop those roles. And then as you build that team and get bigger and bigger, now you need some leadership positions, you know, you need some people that can manage and develop those people. So, you know, a service manager, a sales manager, operations manager, you know, and then you're just constantly delegating work and trying to duplicate yourself within that model. And I think if you have that vision going forward, if you're watching this now and you're, say, three or $4 million, how do I get there? You know, acquisitions can be part of it, but the bigger part to really grow beyond that place where most people hit the wall and kind of stop is duplicating yourself, you know, delegating work. If you have somebody, and I like this number, 70%, if they, if I can, if I can bring you a board and you can do the job, 70% as good as I can do it, then I need to hire you to do that work. I'd rather have three or four people doing it at 70% than me doing it all at 100%. Because then now I can go do other things. And then that process just continues to evolve. So even with your salespeople, you know, now we've got salespeople here that they crush it every month that they've got to qualify. But once they qualify, then they get a sales assistant. And that sales assistant will help them with the things that are well below their pay grade. So it frees them up to do other things. So, you know, as you're thinking about your model and what you want to look like for the future and the growth of your business, think about who can you, who can you duplicate? What can you delegate? What positions can be created? You know, good thing to do is draw out an organizational chart, you know, if yourself at the top and what you would like it to look like five years from now, if it was the ideal model, what would you want that to look like? And then step back and look at it. So which one, what position is the most pressing? Let's go higher and fill that role, you know, and let's, let's keep doing that as much as we can to move this forward. And I think if people truly subscribe to that and make that a part of what they're doing, growth will come a lot easier. You do have to take some chances because sometimes people, you know, they don't pay for themselves right away. So there's some investment there, but that's worked extremely well for us through the years. And we continue to do that today. That one idea of drawing up a five year, an organizational chart of where you'd like to be five years from now has just paid the price of admission. I think for anyone who just heard that but didn't internalize that, this is a good opportunity after listening to this conversation. Did you sit down with your business partner or by yourself? And it's always best to start, at least for me, to start by yourself and then run it off of someone running off your team and say, what would it look like? Like how cool would it be if it wasn't just the three of us here, but it was 13 of us. And we had a sales team of five people, a service team of four people. Each has a sales manager or a service manager. Like how cool would that be? What can we do today to get to that next level? So just by thinking about that over time, you can't just think something and it'll become reality, but it's hard to have to become a reality if you don't first think about it. Absolutely. And what's interesting is I actually was in my home office about, I don't know, a year ago and I found that document. I actually did that process years ago, right? I drew out what I wanted my staff to look like and I drew out what I wanted my floor plan of my building to look like. And it wasn't exact, but it was really cool how close it actually was. I built this building about three years ago and it was really close. In some of the positions, I didn't really think about some of the things that we have today, but yeah, you got to have that foresight. You got to have that vision of, let's keep pushing this forward. Most agencies, they get to that three, four million dollar range and then they're stuck and they hit that wall and they can't get any bigger because what they were doing in the past to grow now doesn't work anymore and they can't replace what they're losing enough to grow. And it usually requires more people. It requires additional responsibilities, additional skill sets or just duplicating and delegating that work. So yeah, I think that's a great exercise for anybody to work through. Yeah, I do want to follow up on the question of or the idea of if they can do 70% of what the job requires, then bring them on. And how do you balance that idea with bringing on top talent like A players? Because I'm sure that you can't like in your experience, you've realized the major contrast between an A player versus a B player and A player can write two or three times as much as a B player. So just cost wise, it makes a lot more sense to do an A player. How do you balance those two ideas of someone who's coming in ready to rock versus someone who's at that 70% mark that needs to be coached up to be at 100? Well, I think you do both. I mean, if you find, and I'll date myself, if you find that Michael Jordan, right, you figure out a way to get them on your team, you find that person that you know is a home run, you figure out a way to get them on the team. But just for me, just a philosophical perspective, you know, if I can write, let's say I can write 150 items a month myself, right? And I'm killing myself to do that. But I have all these other things that I really should be doing. I should be hiring more people. I should be training, coaching, you know, working with centers of influence, all those things. If I can bring somebody in that can write 70% of that, even 50% of that, then I need to do that, right? And hire two or three people like that. And maybe a couple of those develop into rock stars. Everybody we have in this building that's crushing it now, none of them came in as a rock star. They were developed over time. And we started at maybe 30, 40 policies a month, that kind of thing. And they've worked their way up. So I don't know if I would say there's a, you know, right or wrong way to do that, or hey, you got to focus on just, it's all about any business you have. Because I work with other businesses too. It's all about duplication. If you can duplicate yourself, whatever role you're in now. Okay. And this could be like years ago when I was doing hiring, right? When I was actually involved in that process. I don't do that anymore. Now I have people that do that. So every step of the way, whatever you're doing today, if you can duplicate that yourself within that work by hiring another person, that's how you're going to grow. No doubt about it. And it's that way for any business. Yeah. Elon Musk can't run three or now $4 billion companies by answering customer service calls. He can't. He's the number one, he's the best recruiter I think today. He has employees, the most intelligent people in the universe. Okay. So 31 team members, how many of them do sales as their specialty? Only seven of them. Seven. The rest are answering calls, or is there another layer of? There's a wide, you've got people that are doing customer service work. You've got people that are doing admin work, inspections for homes, cancellation audits, claims activity. Then you have your leaders. You've got your people that work with the service team, work with the sales team, the operations manager. You've got all these different positions that were created throughout that group. So, and that can constantly evolve and change as well, as that business is growing. And what I'm always doing is like, what is so and so working on? What are their core responsibilities throughout the day? And if I'm not leveraging their talent and their ability and their pay rate for what they're doing and they're doing lesser work, we need to evaluate that and figure out, is there a small enough amount of it where they can continue to do that, or do I need to hire somebody else and get them in there to free them up to do more of the higher level work? Got it. So, how do you, from a daily, weekly, monthly standpoint, check in with the team members and make sure that they're performing at their peak level? How much of it is done by you now, or is it by the leadership team now that all of that is handled? No, that's a good question. We do a sales meeting every Tuesday morning. We do a service meeting every Thursday morning. And we have multiple locations. So, we do a lot of Zoom calls where they're involved in those meetings through Zoom. When we were shut down last year during the pandemic, we were shut down for a few months and everybody was at home working remotely. All those meetings are done via Zoom. So, we're checking in with the group, each group, the sales and service group, once a week as a group. And the purpose of those meetings is not just to communicate where we stand or anything like that, it's to try to get them better. So, coming to the meeting with an idea, something we need to communicate, something to work on, something to role play, and hopefully by the end of that meeting, everybody has developed and they're a little bit better than when they started. So, that's done in a group setting. And then once a week, whether it's a sales manager or the service manager, they're meeting with somebody on their team, one time per week, face-to-face, one-on-one, to review a call, listen to what they need to improve upon, and they do a little role playing with them. And that's a one-on-one setting. So, meeting with everybody as a group once a week, and then everybody individually once a week to go over whatever it is we need to work on development-wise. Now, if there's issues with accountability, activity levels, something along those lines, then that's obviously a different meeting and outside of that structure. But that's the structure we try to keep from week to week and day to day. Okay. If I'm a sales producer working Craig Wiggins organization, what is expected of me on a weekly and monthly basis? Well, we look at it on a daily basis and as a bare minimum, two a day. You got to have two a day. Two items a day? Two sales a day. Two sales every day. We call them items, some companies for Thomas policies, units, whatever. We're looking for two every day. And we use a pyramid of expectations. So, it's a document that we produce that you can envision a pyramid. At the very top is the production. So, if you get two, you're not going to hear from anybody, you're okay. We don't want that. It's not like, hey, we're good if you're just doing two, but nobody's going to come in there and beat you up what we're doing to us. 40 a month, we can make that work as a contributor. If they don't have two items, then we're looking for 10 quotes. So, they got 10 quotes for that day. If they got the 10 quotes, they didn't get the two items, we got some coaching we need to do to try to coach them up and figure out what we can do to turn those quotes into items. If they don't have their quotes, they need to have at least 100 outbound phone calls. And if they got their 100 outbound phone calls and didn't get the quotes, then obviously we got some coaching to do there and try to teach them up on that as well. And if they didn't make the calls, then there's just an effort conversation these takeaways. Again, they're specialized. They're not doing anything else. They've got eight hours every day to do this work. So, that's what we're looking for from a bare minimum perspective. But most of them are going to do 60, 80. We've got a couple that are going to do over 100 every month. Got one that does 200 a month pretty consistently. So, it just depends on the person. But as long as they're in that range, all the economics of that makes sense. We can make that work. And hopefully they're developing. They're getting better and better as they go. And someone is writing 50 a month now, six months from now, maybe they're a 70 or 80 or maybe more. So, it just depends on the person. I have agents that I talk to. I'm sure you experience as well that say, man, I have this great team member who I love, great energy. Customers absolutely love her or him. And I don't want to let go, but they just aren't closing sales. They're on the phone all day. They're quoting people. They're having conversations. They're having great conversations. They do everything except for taking with the finish line. And I've role-played with them. But a lot of agents don't consider themselves to be great sales coaches. So, I've done everything on my end, but this person is just not cutting it. When do you make a decision, Craig, and put yourself in the shoes of an agent who's at two to three million, not 40 million, where cash flow is an issue, where if we don't hit our numbers, I'm not taking a paycheck as an agent. When do I make that decision to let that team member go? Or do I let them go? Yeah. And look, that's probably like the biggest pain point outside of maybe hiring or recruiting that agencies deal with, is how do we manage that? And I think that, number one, you got to bring people on the right way. So, if I'm recruiting you and we're in the interview process, I've got to be very clear about my standards and my expectations of what I'm looking for from an activity perspective, not just production, but activity every single day when you come aboard, because that's what I'm going to hold you accountable to when you start. Most agencies don't do that. When I first started, I would just push people on the deep end of the pool. And if they couldn't swim and they drown, I drag them out and go get somebody else and I blamed it on them. When it was really my fault, I wasn't owning that process well enough to give them the opportunity to be successful. So, now, we're very clear. Here's what's required from an activity perspective. So, I've got one that I just hired three weeks ago. He was a chef in a restaurant. Restaurant closes down for COVID. They bring everybody back. They won't come back to work because they're on employment. So, the restaurant closes. Now, he's looking for work. He comes in. Never done insurance in his life. We go over. Look, his name is Cam. Cam, this is what you've got to do. This is the expectation. And from an activity perspective. And he does it. In his first week, he writes 22 items, I think, and this month, he's on pace for 59 in his first full month. So, go over that first. If you've done a good job with that and you've brought them on the right way and you've got some weekly goals and some accountability from the very beginning, it's going to make it so much easier as you go forward. Because what I did is I would bring them on. I'd hire you and I'm like, hey, man, this is going to be awesome. He's got a great personality. He took my comp plan, my terrible comp plan. He actually took it. And now I just got to make it work. You go home and tell your wife and all that. And then a month later, you've written like 11 items. Like, well, maybe next month will be better. We'll just keep working with it. We got to get him up to speed. And now six months goes by and you're writing 17 items a month, right? That doesn't work. I mean, those economics just don't work. So it doesn't take 90 days to get somebody up to speed. You can bring them in under the right circumstances and explain, look, this is what's going to be required. This is what I'm looking for you. And if they don't execute on that, then there's really nothing to talk about. You're not firing them. You're just delivering the message because they didn't do what was expected. So I think you bring them on the right way. Now let's say you go through all that. And you've had those conversations and you've talked about accountability, which we can talk about if you want to. And now you got to make a decision. Now it's like, look, are they doing enough to contribute for you to hit your goals where it makes sense? Or do you need to get rid of them? And some of it could be, frankly, that they're going to impact your culture in a negative way. Sometimes the way you deal with staff and the way you don't deal with staff, not only is it affecting you and that person, it's everybody else watching how you're hanging on that. And the last thing you want to do is lose respect amongst your team members because of the way you did not handle something. And now it's affecting your culture in a negative way. So sometimes you got to deal with those things. Everybody wants to be the beast, but few people want to do what the beast does. Sometimes you just got to make that call. So when someone's not working out, you know, and there's no need to put a square peg and do a round hole. Either they work out or they don't. And you have to make that call as to what's acceptable and what's, what's, you know, sufficient to maintain that person in that role. For us here, it's 40 a month. If they can do 40 a month, I can make those numbers work. If they can't at least do that. And maybe your numbers lower them. Maybe it's 25, maybe it's 20. But you need some numbers when they come in that they know they have to do, not just production, but also activity. And they need to have weekly goals, especially that first month. When Cam came on, he knew his first week, he's got to do 10 his first week, or he's not going to be here. He knows that coming in. Okay. So if I show up, if let's say he starts on Monday and Friday has three items and there's no progression and his attitude is not, I'm not going to keep, that guy's just not going to make it. And I were done. So I've wasted a week, one week of payroll, one week of training, one week of time. Okay. That's part of the risk. That's a lot better than six months, right? And ideally what would happen is when we went over those expectations with him back in the interview, and there was any red flags, any push back on a number of calls, number of quotes, whatever it may be, then we fire him during the interview. Then we never even made a week one, right? So I think if you constantly evaluate your hiring process, your onboarding and the way you hope people accountable, as well as your role, meaning that you better be providing these people the support and resources and training that they need in order to be successful. You can't just tell them, go do this and everything's going to be fine, especially if they're new to insurance. You got to help with that. So sometimes you got to look in the mirror too, and do some self-reflection. Are you doing what you need to do to get these people up to speed? If all those things are working well and it's still not happening, it's made about hire, and you move on. And it's just part of the process. That's what I want to dig into a little more, where if, maybe I didn't recruit them correctly, I didn't set the right expectations, but over time, I've verbally stated what I want, then I put it on paper, then I put it on the wall, and now we're tracking on a daily weekly basis where they know they need to do two a day or 10 quotes if they don't do that 100 calls. But I'm just not getting that of a team member. I've had a one-in-one conversation with them. Do you want to be here? Yes, Craig, absolutely. This is my dream job. I'm going to do everything I can. They come in on time, they leave light, but they're just not cutting it. So you as the owner, now we're put in a position where if you don't do something about this, then the other producers are going to say, well, if Lad got a pass, then I'll get a pass too. And then the other person starts lacking. And then before you know it, you have everybody producing less. So I think a lot of agents are, they know that they need to let someone go because they've had enough conversations with them. Values-wise, they're good. Everything they do is compliant. They are good people. So they didn't break the law. They didn't break the company culture. The numbers aren't there. And the activity isn't there more importantly. And you have to fire that person. What can be through that conversation? How do you fire someone? Glad it's just not working out. I mean, that's it. Look, and this is a very state-to-state kind of thing. I have an employment law attorney that I've used for years, that I make sure that I'm in compliance regardless of which state I'm doing business in, that I handle that conversation correctly. For us here, if it's not working out in Alabama, a right-to-work state, Values is not working out. I'm sorry. I'm going to let you go. And that's it. Because if I get into all the details, the more I get into the bigger hole I dig for myself, what's that really? And see, here's the thing. The way we bring them on, they know. They know before, when we said, hey, they already know what it is. They know what we got to talk about. Now, frankly, it doesn't happen as much now as it used to because we're doing a better job of firing them during the interview than we are week one, two, three, or 10. So what I would say to anybody watching this, you need to have an employment law attorney, somebody that reviews the way you handle HR in your agency. You don't want to get in a situation where you get sued over something because you just didn't handle it the right way. Consult with somebody, pay them the money. You need a good handbook. You don't have a good handbook. Pay the money for a good handbook. You need something that is going to dictate how things are handled. And then you go to your attorney with any kind of questions you have. And just make sure you're on the up and up. So, but we keep them very short and sweet. Yeah, glad it's just not working out. That's right. What I have found is, the best time to do it is in the morning, first thing. And don't ask about their drive here, the weather, sit down and lead with that. It goes straight to the point because to your point, the more long-winded it is, the worse the situation will be. And if someone says, Craig, I respect your decision. If I'm not a good fit, I'm not a good fit, but I promise you I'll get better. I've tried everything I could, but I'll stay later or come earlier. Give me another shot. What's your take on that? Is it a case-by-case scenario or if you made the decision, you made a decision? It's a judgment call, but once you've made that decision, look, the last thing you want to do is fire somebody and then rehire them on the spot. I mean, I don't like to rehire anybody, but I'm not rehiring them up. Because think about what that message is sending to your whole team. As a wishy-washy leader, they can't make a decision. Don't do that. You're better off to just cut them loose and maybe you made a mistake with the firing, but you didn't make a mistake with everybody else on your team. And sometimes I think owners, they lose sight of that. Look, your culture chumps everything. If your culture is poor, I don't care what kind of processes you put in place or what you do with sales training, you're going to have a tough time. If I have good culture, we can do a lot with that group. We can do a lot with those people because they do more. They go above and beyond. They're not always looking for another job. They're not complaining. They're not looking for shortcuts. So I think that has to trump it all. Always think about not in the short term, but in the long... And I'll give you an example. When I was around $5 million in premium, I had a lady on my team who I knew was a cancer. And I thought, you know what, I'll just hire my way out of this person. I'll hire enough people. Well, after about six or seven hires, they all basically share her philosophy on everything. So one morning we're having a meeting. They're all kind of at their arms folded, looking at the ground. Nobody's paying attention. They're all upset. I don't remember what it was. I was trying to implement. But I'm like, does everybody here feel this way? Does everybody agree with what Angela just said? Because she made a comment. Nobody said anything. I said, you know what, guys, it's probably best we just part ways. I need all of you to just get your stuff and get out. You fire a whole team? Whole team. And I sat there for a minute, because I was kind of a bad temper back then, maybe worse than today. And I remember thinking, you know what, maybe I should call my dad. My dad used to be an agent. I'm like, dad, you still got your license because I need a little help with these phones for a few weeks. But it was one of the best decisions I ever made because, yes, in the short term, there was a little bit of pain. It was difficult. It was tough. But if you don't take your culture serious, if you don't get rid of the cancer, man, it's really hard to build that epic team that you're looking for that accomplishes the things that you really want to accomplish. And most agencies that have really deep-rooted problems, it probably is a result of things like that. And that's just very hard to overcome. So to me, culture trumps it all. If I can work on the culture and I get the right people coming here and they buy in, we don't all have to be best friends. You don't have to do team voting events every weekend or things like that. But if you respect one another and they listen and they're trying and they're implementing things and everybody's got their heart in the right place, you can do big things with that group. Yeah. I think employee retaliation is one of the things that agents, just business owners worry about. What if they do damage to the business because they know so much about so many of our clients or leave a bad review? And that prevents, I think, more than anything, agents from letting team members go. But there's a right way and wrong way to let people go. If you just bring someone in and you said, glad this isn't working out and you've never had a conversation about their performance, that's the wrong way to do it. There needs to be some not just conversations, but conversations on paper that they sign and they say, yes, I'm committing to doing this. I remember back in the day when I worked at Best Buy, we were required to have a first and verbal warning, then a written, then a final. By the time you get to the fire, you're like, all right, these two sheets you already signed. Adios, amigo. It was the simplest way to let people go and it was almost never an issue. So I think it goes back to standards and expectations. You as the leader, as the owner, you've got to set that, right? And then as you go forward, you're holding them accountable. So if I bring you in in the first week, it's not working. We're going to talk about your activity levels all the way through. It's not just like waiting until Friday. We're doing with it day by day. And what I would encourage you guys to do is when you look at accountability, find out what motivates that person. Everybody has some motivation within them. I think it's hard for you to motivate. They got to motivate themselves. So I would ask you during the interview, what is it you want to do with your money? Like specifically, what do you want to accomplish with the money that you make here? And when I find that out, when I know what your financial why is, then we can build everything around that in terms of the total money necessary to make that happen and then come up with a plan using our comp plan or average premium, what you'd have to do with that activity levels to make that happen. And now that accountability conversation, instead of me banging my fist on the desk or talking about the agency, now it's about you. So if you want to buy a house or pay off credit cards, whatever, now all those conversations going forward can be about what you want to accomplish, not necessarily what I want to accomplish. And it makes it easier for both sides. So I think that's a huge part of it is to have that dialogue as you go forward. And ultimately, if you can't get somebody to get motivated for themselves or family, you know, you may just made a bad hire and that happens from time to time. Yeah. And once they hit their why or their goal, they bought the house and paid off the debt, you have to have a conversation. Again, even before that happens, this is an ongoing thing, not just the time of hire. I have to ask you this, Craig, before we hit record, we were talking about Nick Saban. I asked you the question because you're from Alabama. You have your helmets from the school. So what is up with your obsession with Nick Saban? Because I share that same feeling towards him. I want to hear what you learned from him that you're implementing in your business and your organization. You know, I'm a huge Alabama fan. I've been by my family my whole life. I've lived here. My son goes to school there. So I'm definitely a fan of the football team. But even if you're not a fan of Alabama, because I know a lot of people hate Alabama, and they hate it all the freaking time. Or if you don't even like football, if you're in business, you can pay attention to what this guy is doing and learn a lot that you can apply to your own. For example, focusing on the process and not the result. So if you're trying to win an annual award, hit a certain amount of bonus, whatever that is on an annual basis. Don't focus on the result. Don't focus on, you know, the recognition. Folks, what do I need to do to get there? What's the process monthly, weekly, daily, not just for production, but activity. Let's make sure we're good at all those things. Let's make sure we're good with the process itself. That'll put us in the best position possible, you know, to have a positive outcome. And I've learned a lot of that from him. And the way, just the way he develops people. There's so many lessons that can be learned from what he's done through his career. And the results speak for themselves. I mean, what he's done in this day and age, just how many times? Well, he has seven. Seven, you know. And six of them, you know, they came from Alabama. So in that short, I mean, every, here's, here's a stat that people don't, maybe you don't think about. He started 14 years ago, every single class that he has recruited that signed with Alabama, if they stayed at least three years, they have a ring. They've got a championship brand, a national championship and some of them have more than one. I mean, and that's just, that's just amazing. He's got more rings in the last, you know, 10 years of some schools have had in their entire history. So the results are there. And it's all just attention to detail, focus on the process, you know, trying to get people to be the best that they can be, buy into the system, all the same kind of things that we're trying to do every day in our agency. You can learn that from him. And it goes for a lot of different people in business, you know, leadership positions. So I've learned a lot from him. He's been a great mentor, you know, to take away lessons from, to apply to what we're doing here. Yeah. There's a great documentary on Nick Saban and Bill Belichick is really a good friend who is a coach for the New England Patriots. And he's won six titles and Nick Saban has won seven. So they have this annual meeting every year where they come together and share ideas. And they did the documentary this last year. And it is just amazing. There's so many leadership principles that can be extracted, even if you don't know anything about football, you don't know any of the players by watching their conversations and their attention to detail and how they develop their teams. You can apply that in the world of business. So it's something that I've watched a few times now and I absolutely, it's one of my favorite documentaries of all time. And I would highly recommend it. I'll link it below this video. Craig, I know you got to go. I wish we could stay on for a bit longer because I have a few burning questions for you. But we'll do this again. I appreciate the invite. You let me know. I'll come back anytime. I appreciate what you're doing. I'm all about helping people. So thanks for everything and good talking to you today. It was my pleasure. Thanks, Craig. Many insurance agents have implemented this sales script in their agency and now are also writing over 100 policies per month. If you want to see a live demonstration on how this script works in action, then go ahead and register for my free sales training webinar. I'll include a link right below this video. Register for that free webinar and you'll be able to see exactly how this script works and you'll be able to start implementing it in your agency right away. There's no theory in that sales training webinar. I'll actually show you the script and how it works. Go ahead and register for that webinar and I'll see you there. Take care.