February 8, 2023 • 51 mins
On this episode of Batting 1,000 with Dale Vermillion, Dale is joined by a multi-sport, Division 1 athlete who's gone on to Cofound a cutting edge mental conditioning consultancy that is changing the way professionals think.
Harry Wilson, big brother to NFL quarterback Russell Wilson, and CEO of Limitless Minds makes the case for every professional needs a game plan for adversity, and how learning to think neutrally is an indispensable tool not just for athletes, but every professional, partner, parent, and friend.
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In This Episode
Preparing for adversity (starts at 0:00)
Harry emphasizes the necessity of being prepared for challenges before they arise, drawing on his personal experiences and professional insights.
The essence of Neutral Thinking (starts at 7:34)
Harry explains the concept of neutral thinking, developed by the late Trevor Moad, and how it can help individuals manage negativity and improve performance.
Leveraging the power of language (starts at 12:57)
Discussion on how the language we use affects our mindset and those around us, with practical advice on implementing a "negativity diet."
Trending toward conscious competence (starts at 15:23)
Harry outlines the framework of conscious competence and its relevance in achieving sustained success in any industry.
Applying mindset training to mortgage (starts at 20:14)
Real-world examples of how mindset training has impacted individuals and organizations, particularly in the context of the mortgage industry.
The legacy of Trevor Moad (starts at 38:16)
Harry reflects on the mentorship and lasting impact of his late co-founder, Trevor Moad, and the principles he imparted to Limitless Minds.
Soundbites
"You don't have to be sick to get better." — Harry Wilson
"Adversity is not an if thing, it's a when." — Harry Wilson
"The verbalization of negativity is what weaponizes it against you." — Harry Wilson
About Harry Wilson
After 12+ successful years as a leader, innovator, and visionary in the Biotech and Life Sciences industries and four years as a two-sport Division 1 athlete, Harry Wilson...
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Harry Wilson (00:00):
You don't have to be sick to give it.
Don't wait for the challenge to arrive,to be prepared, to train for it.
Right.
It's all in preparation, right?
And so the reason why mindset'simportant is not because it's easy.
It's easy when, when they're missed tosuccess, it's easy when the numbers are
right, it's easy when the rate, when,when, when the rates are low, right?
You know, if you will, right.
It's, it's easy.
It's really, what really is goingto show up in your character
(00:21):
and who you are and your tech iswhen the chips are down, right?
Um, and we don't knowwhen that's coming, right?
But adversity, adversity is not,adversity is not an if thing, it's a when.
And it's just a matter of howbig it is, it's micro, macro.
You know, it could be just badtraffic on the way to a big meeting.
It could be something like, like anillness, anywhere in between, right?
So, we don't know when it's coming,so let's be prepared for it.
(00:43):
You don't have to be sick to get better.
Voice Over (00:46):
You're listening to batting 1000 with Dale Vermillion,
where heavy hitters from mortgage,real estate, and business share their
secrets for lasting success with yourhost award winning sales strategist
and industry icon, Dale Vermillion.
Dale Vermillion (01:01):
All right.
Welcome back to our 2023, uh, episode twoof batting a thousand, where we interview
the heavy hitters in business, inmortgage, in finance, in just the places
that all of us want to grow and learn.
And today I have a Very,very special guests.
Super honored to haveHarry Wilson with us today.
Um, Harry is the CEO of acompany called Limitless Minds.
(01:24):
Uh, they are an amazing company thatliterally is working every day on
helping people to perform at a levelthat they've never performed at before.
Uh, Harry has been, was 12years as a leader in industry.
He has been the CEO now, uh,for Limitless Minds since 2018.
Uh, he's also a divisionone athlete, uh, multi.
(01:45):
athlete, two different sportsyou're in, which is really cool and
come from a whole family of that.
He, uh, you may recognize hisbrother is Russell Wilson, the
quarterback of the Denver Broncosand previously Seattle Seahawks.
Um, so Harry comes from a story traditionof athletes and just people who think
in a very powerful, amazing way.
We are so honored to have him today.
(02:07):
He, he is, he is a company and aleader that teaches on transformational
leadership and authenticity.
Two things we love to talk about.
So Harry, welcome to the show.
So glad to have you.
Harry Wilson (02:17):
Dale.
Thanks for having me, man.
I'm excited to be here with, with, uh,with you and your, and your audience.
Um, you know, it's funny and batting athousand, uh, if I could have maybe just
batted over 300, I might be asked to beplaying right now, but, uh, you know, I
do love baseball and all the analogiesthat exist within, but, um, you know,
But, uh, but yeah, so thanks for that.
Thanks for the opportunity.
(02:37):
It's just, it's gonna be fun.
Dale Vermillion (02:39):
Well, it's great to have you here.
Well, let's just, let's dive right in.
You know, first thing I want to talkabout as, as we lead in, you come from
a family that you, your brother, yoursister, all D1 athletes, obviously
Russell went on to play pro sports.
You guys have grown up in afamily that, you Certainly
nurtured these kinds of things.
(02:59):
And I know you talk a lot about your dad.
I would love to just open up, sharea little bit about kind of your
upbringing, the influence your dadhad in your life and what that looked
like and how that transformed you towhere you're at today as the CEO of
a major company that works with huge,huge companies all over the world.
Harry Wilson (03:18):
Yeah.
I mean, um, first of all, yes, my,my brother and my sister, you know,
they really got all the talent.
I'm, I'm the, uh, I'm the CooperManning of the Wilson family.
I'm like the other brother had alot of promise, different reasons,
injuries, et cetera, didn't make it.
But, uh, I'm happy to livevicariously through the both of them.
Um, my father, you know, so my, ourdad, his name's Harry Wilson as well.
(03:39):
He was the third.
I'm the fourth.
He, um, you know, he was atwo sport athlete in college.
He went to Dartmouth, right?
So education first.
Um, You know, it was all Ivy league,uh, player and football and baseball.
And, um, we played briefly for the SanDiego chargers and, and then, but he
ultimately went to UVA law school, wasa, was an attorney, uh, went to, worked
at a factory and gamble for a number ofyears in Cincinnati as for Russell and
(04:02):
I were born and, um, and then moved toVirginia and so on and so forth, he would
get sick and he had some complicationswith diabetes and, um, you know, kind of
this, uh, Avalanche of challenges thatexisted from a health perspective that
that took them in 2010 at the age of 55,but I already know that no, I mean, but
you know, I think it's, uh, you know,my dad, um, and my, my grandfather,
(04:25):
Harrison Wilson, the junior, um,we're all, you know, kind of education
was kind of the number one thing.
And, you know, I had a grandfather whogot his PhD back in the, in the fifties.
As an African American, um, inthe fifties, living in Jackson,
Mississippi with a PhD was pretty rare.
So, so education has been a partof our, our, our, you know, our
yellow brick road we've been kindof traversing for, for, you know,
(04:47):
sometimes in some generations, you know,our dad, but our dad's impact on us.
And I'm speaking for my brother andmy sister, but I can really speak for
myself, but my dad did so well thatI'm trying to take and, and, and, um,
provide for my three daughters that Ihave, um, is, is the ability to kind of.
creative vision, right?
Um, dad did a really tremendous job ofhelping, helping us paint our own vision
(05:09):
for success and dreaming big, right?
And kind of thinking beyond, youknow, kind of the parameters that,
that most would kind of try to boxus into, um, and, uh, both, you
know, academically, uh, athletically,uh, relationships, friendships,
um, and how we think about things.
So, I mean, I think that he's kind of,he helped create kind of a dream big type
(05:30):
of culture, if you will, family culture.
You know, we continue to try to.
You know, try to try to build andcreate, you know, for our own families
that we've, that we've built and, uh,and certainly the people around us.
So, I mean, that's, that's just alittle bit of, of my dad and, you know,
certainly, um, we wish he was here andhe's been gone for almost 13, 12 and a
(05:51):
half years and it seems like all the bigstuff in life has, has happened since,
you know, but, you know, hopefully he'sbeen, you know, able to kind of keep an
eye on us and, uh, and, uh, you know,kind of a, uh, a guardian angel up there.
Um, so.
Yeah,
Dale Vermillion (06:04):
you know, little did he know how much his influence would impact.
You know, we talk a lot on betting1000 about mentorship, legacy, all of
the importance of that and the impactwe have on people and everything we do
and everything we say every single day.
And I know that his influence clearlyhas an impact on all three of you.
Uh, As his children, and I'm sureyour mom had a major play in that too.
(06:28):
And now we fast forward and here youare as the CEO of limitless minds.
Now let's talk about this cause I thinkthis is really critical for the honest
to hear about, you know, I, I've been aproponent and the two things that we teach
at mortgage champions and the two thingswe always focus on that we say is the key
to your success is mindset methodology.
If you don't have the right mindset.
And you don't match it with theright methodology, doesn't matter.
(06:50):
You're not going to succeed no matterhow much talent you have, because
that talent never really comes out.
If you don't merge those two together.
Now we're really theexperts on methodology.
You're really the expert on mindset.
And one of the things that I want toopen with, you know, I've always been a
proponent of positive thinking guys likeZig Ziglar and Brian Tracy, Jim Rohn
have been very influential in my lifeover the many years that I've studied.
(07:14):
You guys actually.
teach something called neutral thinkingthat is absolutely state of the art.
It's such a cool concept.
I would love for you to talk with ouraudience about what neutral thinking
is, how you guys are changing people'sthought process to limit those
minds and helping them to achieveat levels they've never seen before.
Harry Wilson (07:34):
Yeah.
Thank you for that opportunity.
We, um, so I, you know, I alsobelieve in positive thinking, right?
I mean, we, you know,and we're hopeful for it.
And I think many of us, if not most ofus, uh, aspire to, to kind of be positive.
And, um, you know, most of the, listen,most of the books in the, in the
podcasts and the things you're goingto find, you know, if you're in the
airport and you're jumping into thelittle bookstore, you're going to find
(07:55):
a lot of content on positive thinking.
What's really interesting, um, is that,you know, what's been commercialized
a lot Positive and negative, right?
Positive, negative thinking, right?
They're opposites like, okay,I want to be more positive.
How do I stop being so negative?
So on and so forth.
All that's relevant and real.
Um, I mean, one of our co founders,our late co founder, Trevor Mowat,
um, who I encourage any, anyaudience listener to check out.
(08:17):
Um, he, he's got, you know, he's author.
He's got a couple of books out.
It takes what it takesand getting to neutral.
I would check out both on audiobook and also, you know, live book.
But Trevor was one of the world's topthought leaders in the area of mental
conditioning and mindset training.
Um, he started with elite athletes, right?
Um, uh, folks like individualslike my brother teams, like a Nick
(08:40):
Saban and Alabama football helpedkind of build a dynasty and a
culture around mindset, Alabama.
When he was there, he'd meet a coupleof individuals like Mel Tucker, who's
now at Michigan state as a head coach.
Um, yeah.
Uh, the back to back nationalchampion Kirby Smart at Georgia.
And so when, when Trevor got sick in2019, he was working at the University
of Georgia football and Kirby Smart allaround this idea around neutral thinking.
(09:04):
And when he was at Alabama with,with, uh, with Nick Saban, they
realized that, you know, to kindof, to get these guys to just think
blindly positive was a huge leap.
Right.
It was a huge leap in, you know, whether,whether, whether guys were cynical,
whether they come from broken homes,whether they come from, you know, it's,
it's, you know, it's, it's hard to kindof be, carry the grind of a, of a, of a
(09:24):
summer camp, all these different things.
Right.
And, and so what, what they realizedis that there's not a lot of data that
supports that positive thinking works.
We believe it.
And anecdotally we would trustthat positive thinking is good.
Right.
And that work certainlybetter than the alternative.
Um, but what's interesting,there is a ton of data.
That supports thatnegative thinking works.
Right, Dale?
(09:45):
But the problem is that negativethinking works all the time,
and it works negatively, right?
And so, a lot of the datasupports that the verbalization of
negativity is what weaponizes itagainst you in multiples, right?
Exponentially.
In fact, there's some data out ofHarvard that supports that negativity
is four to seven times greater thanits brother or cousin, positivity.
(10:08):
That's right.
And when it's verbalized, it can be, uh,and multiples of 10 X on top of that.
So, so the verbalization andnegativity is what weaponizes most
of us against ourselves, right?
And our self talk and the internal adcampaigns that we create for ourselves.
And so when, when Nick Saban andTrevor worked together to develop
this culture around mindset andlanguage at Alabama football, it was
(10:30):
all about being less negative, right?
Stop saying dumb things out loud, thingsthat are being weaponized against you.
And, um, and that's what theyreally build a framework around.
And even the most cynical couldbuy into the idea of being more
neutral and being less negative.
So really it's what we're doing withorganizations, individuals, as we
(10:51):
were, we're spending a lot of timereminding them, educating them.
Talking to them, giving them applicabletools to be less negative, right?
And to suggest to go on anegativity diet, if you will, right?
Because it's not just what we say, butreally it is garbage in, garbage out.
So the more social media that I, that I,that I engage with, um, probably the more,
(11:13):
more negative I'm probably going to be.
The more news that I watch on a givenday, week, month, quarter, the more
negative I'm probably going to be, right?
Um, and it doesn't mean thatyou'd eliminate all these
things from your world.
Just know, just, just means that youhave to be cognizant of the consequences
of these negative Sources, you know,and, and things that you're consuming.
So, so we really kind of put a structurearound these things for individuals,
(11:36):
teams, organizations around how to, howto, um, really manage negativity, um,
and make it make kind of your languagework for you and then your behaviors will
follow and then the results will come.
So, I mean, the last thing I'll say,Dale, and we'll kind of open it up is
just, you know, negative, a neutralthinking is more about, uh, a lot, but
really about a fact based solution.
(11:57):
approach towards problemsand challenges, right?
What it does for people is itultimately slows down the velocity
of, of, of adversity, right?
And it kind of helps tobuild adversity tolerance.
And what we'll allow you to doas a, as a neutral thinker is
you can acknowledge the negative.
You don't have to ignore it.
You don't have to pretendlike it doesn't exist.
In fact, we're going to ask you tospend some time with that negativity,
understand one or two reasons why thathappened, that situation happened.
(12:21):
Great.
Like a doctor would do, let'sdiagnose why that happened.
And then with that diagnosis, let's,let's create a set of solutions, maybe
just one solution that it might take tomitigate or eliminate that, that, that
challenge from happening moving forward.
And then from there, as we put thosebehaviors in place, it gives us
the license to be positive, right?
At that point, we now havethe permission to be positive.
(12:41):
So, so it's kind of this, this judgmentfree, fact based types, a type of
approach towards, you know, solvingproblems and challenges that we're in.
And it, you know, ultimately slowsdown the velocity of that challenge
and ultimately increases yourdiversity tolerance in those moments.
So, yeah.
Dale Vermillion (12:57):
So I love what you're saying there.
You know, it's interesting.
I train leaders all over the country.
And from C level to mid level, all theway down to the front line leaders and
constantly, obviously talking aboutthe importance of having a positive
environment of speaking to your peoplein positive ways of making sure that
you're encouraging them so that they'rethinking right, because People to do
(13:19):
tend to lean towards the negative.
And one of the things that I talkabout all the time is cause and effect.
And that's kind of what you were justtalking about there with negativity is
that when something bad happens and manytimes, you know, the thing that I see,
and I'm sure you see this all the timetoo, with leaders and with employees is
things that happen out of their control.
They get too hung up about, theyget too upset about and too worried
(13:40):
about instead of just saying,I don't have control over that.
And what I always try to teachthem is it's thinking in a
cause and effect mindset.
Okay.
What happens is we react to theeffect instead of really addressing
the cause, which is proactive.
It's a reactive proactive mindsetwhere when you have negative things
happen, what you really want to do isyou want to say, okay, that happened.
(14:03):
Knowledge that it's over, it's done.
That was, that's history.
Now, now we're moving forward.
What was the cause?
If we fix the root cause, thenthe effect won't repeat itself
most likely in the future.
And it leads to a better mindsetof how to deal with negativity.
So I love how you frame that, thatit's, it's thinking less negatively.
(14:23):
We start there instead of, becauseI hear this all the time from
leaders and from loan officers andpeople I train all over the country.
Most common question I get, guesswhat it is, Harry, how do I stay
more positive when we're in amarket that's so difficult and rates
are up and these things are hard?
I say, well, my answer is always,number one, when you have those negative
situations, stop, take a minute and thinkbe grateful for all the things you have
(14:46):
in life that you can be grateful for.
That always regenerates yourattitude back in the right place.
But outside of that, you got to justaddress the negative by identifying the
cause and then creating a different.
Activity going forward.
Speak a little bit about how you guyshave taken your, your training and
your teaching and the things you, youtalk about with how to think properly
(15:10):
and how that's impacted people.
And, and a couple, if, if, if you canshare a couple of things, just a couple of
specific strategies that people can reallyapply in order to think in a better way.
Harry Wilson (15:23):
Well, I mean, one thing I was thinking about as I'm writing some
notes, as you were, you know, giventhat framework that you just gave is.
Some, one of the things thatwe teach is this framework
around conscious competence.
It's conscious competence and reallythe framework is, is associated
with three other, three otherkind of, uh, uh, pieces of this.
So a lot of us kind of go intosituations are, are the skillset or
(15:45):
the, or the industry that we're in.
Um, and we, we start off, maybe we werea couple of years in, maybe we were 18
months in and we're trying to build thislevel of competence and what we do, right.
And, and the skill and what it is.
And, and, and I don't know if you'veever been this as a performer, whether
it be in business or sport or otherwise.
There's been, there's times whereyou feel like, you know what?
Um, I'm not performingwell and I don't know why.
(16:07):
That's like kind of rock bottomfrom a performer perspective, right?
We call that unconscious.
Incompetence, right?
I'm not sure.
I'm not, I'm not that great at what I'mdoing and I'm not sure how to get better.
Right.
And that's, you know,hopefully you're there.
Some of us might be indifferent areas and that's okay.
Right.
There's opportunity to get better.
And a lot of that has to do with askingquestions and being a constant quest
for knowledge and so on and so forth.
But that's kind of like rockbottom of this framework.
(16:28):
Right.
Then there's consciousincompetence where, you know what?
I, I'm not great.
I'm not good yet.
Right.
Maybe I'm new.
Maybe I'm, maybe I'm new to the industry.
Maybe I just moved to a new organization.
There's a different way of doing things.
I'm not sure if I haven't got ityet, but I'm really aware of it.
Right.
And I'm, and I'm seeking tounderstand, I'm asking the right
questions, putting myself around theright people, so on and so forth.
And that's okay.
That's kind of, that's kind of like agrowth mindset, uh, kind of area to be in.
(16:49):
And there's improvement to be had, right?
As long as you know where you'reat and to have that self awareness,
there's, there's ways to improve.
And then there's the last twothings are what, where we see a lot
of performance that we work with.
In this, in this, in this framework,because we work with a lot of companies
with like high performers, some ofthe best companies in the world,
like Johnson and Johnson and BristolMyers Squibb and that AstraZeneca and
Amazon and Microsoft, some of theseorganizations, these are our companies.
(17:11):
So these, these, these organizationsare kicking ass, right?
They're, they're really strong.
And they got performers.
And so what we see a lot in this group.
That we impact a lot is thisunconscious competence, right?
So I'm good.
I know I'm good.
My numbers are great.
I'm performing well, but I don'treally know why I couldn't, I'm
not sure if I could actually teachsomebody else how to do the same thing.
(17:33):
And if I do have a down week, month,quarter, et cetera, I'm not quite sure
like what happened and how to get back ontrack and not try to make these things.
Right.
I'm just kind of flowing,getting lucky and luck.
Sometimes people say, I'drather be lucky than good.
I call that, I'd say BS, but I get it.
That's right.
That's not a good statement.
But a lot of us are in that, right.
(17:53):
Where, you know, maybe we're atthe right company, right place,
right time, right territory.
Um, and you know, we, we have a sensefor what we're doing, but we really
don't know how to do it and how torepeat it and how to get back on track
if we, if we get off track, right.
Um, but again, that's a good placeto be from the standpoint of, Hey,
listen, there's improvement there.
I'm good at what I do.
There's skill there.
Now, if I can get into the self awareness.
(18:14):
Wonderful right now, but the placethat I believe that we all want to
try to aspire to be in to reallycontinue to chase a potential and
move that benchmark for where we can,where we can go in our capabilities
is conscious competence, right?
Of course, where I'm kicking tail.
And I, and I, I know why formula.
I have a really great system.
Yeah.
Right?
Yep.
And, and even though that, and thatsystem may need, may be, I might be, be
(18:36):
required to evolve from that system, butbecause I have a system, I have the, the
ability to, to, um, to, to be nimble andbe agile when the industry calls for it.
So I know I, and I, and I'm not inthe mortgage industry, but what I
think I know, or at least what Iunderstand about the last few years.
You know, everybody's gone through apandemic 2020 21 right was, uh, was,
(18:57):
you know, I think if I'm a seller inthat space that you guys are in is
probably a pretty, pretty darn goodtwo years from the standpoint of
just kind of taking orders, right?
You know, just kind of, you know,I'm taking our rates or rates are,
you know, kind of right, you know,and I'm just taking order, right?
And what ends up happening in atime like that, which is great,
we're going to perform really well.
But what it ends up doing is itimpacts our adversity tolerance
because because our diversity kind of.
(19:19):
lowers in some ways and ourtolerance for it does too.
Right.
And then 2022 comes 2023 arrives andwe're in a, in a, in a, in a, in a
world where it's going to get a littletougher, a little different, maybe not
tougher necessarily, but different.
Right.
We're gonna have to be, we're gonnahave to kind of really be leaning
on relationships that we've created.
We really have to be really skilled inthe conversations we're having, right.
(19:41):
We're really going to have to just Havea, have a plan for this kind of rate
resistance that you guys are in, right?
And this industry, right?
And so you've got to have a strategy andthe choices that you had in 2020, 2020,
2021, all of a sudden those choices,that margin for error starts to shrink
and then choice becomes illusion, right?
All the things, all the skill sets thatare required from a skill perspective.
(20:01):
For people in the industry thatyou guys are in, um, have always
existed and they continue to exist.
Nothing's been changed withwhat's required of you.
What's changed is the margin forerror during a time like this.
And so that consciouscompetence is critical.
I don't care if it's mortgage,if it's pharmaceuticals, if it's
tech, if it's a financial services,that really kind of tends to be.
Pretty standard across industries thatwe're, we're helping and working with.
(20:24):
And so this, this, this, this, thiskind of competence tree, right.
And their awareness around it is somethingthat we've been teaching folks, um,
whether again, whether it be individualsor leaders that has really helped people
kind of elevate and increase their, um,their adversity tolerance from this time,
especially the folks in the middle, thatmighty middle at an organization, right.
That, that middle 60 performer.
That's like just on the edge,just on the cusp of performing.
(20:47):
That's been something.
So of all the frameworks and differentthings we're doing, neutral thinking,
this, this kind of competence tree,that's something that's really been
relevant over the last few years.
Um, whether you've been an individualcontributor and it's just about you
and trying to perform or whether it's,whether it's you as a leader, um,
in a challenging time where you'retrying to balance the challenge of
both empathy and a drive for results.
This conscience, competence, and thiscompetency has been really critical.
(21:10):
So I'll take a breath.
I don't know what you thinkabout that, but that's,
Dale Vermillion (21:14):
you are speaking my language, my friend, this, this is why
I'm so excited that we are partneringwith you guys is what you said is dead on.
Um, what, what you have in the mortgageindustry today is back in 2020, 2021,
when rates were super, super low.
They had unconscious competence.
That's exactly what it was.
(21:35):
You could just show up andyou could be successful.
You weren't even really sure why youwere successful, but man, you were making
money hand over fist in the market.
We're in now where rates have dramaticallyincreased markets, much tougher.
What I'm seeing a lot of is I'mseeing a lot of that unconscious
incompetence now where they're not surewhy they're not performing anymore.
(21:56):
But they have to moveto conscious competence.
I'm going to use a quote and this is Iuse this quote every time I train people.
It's my favorite quoteon success of all time.
It's from Robert Ringer because I thinkit says the truth and it really speaks.
I never realized this tillyou use the terminology.
It really speaks to conscious competence.
The statement he makes is that successis a matter of understanding and
religiously practicing specific simplehabits that always lead to success.
(22:22):
One of the things that I teach leadersall the time is if you want to have
a successful organization, whatyou've got to create is you've got
to create a best practices mentality.
And what that simply means is youanalyze your sales teams, you analyze
your operational teams, and youlook at what is the right process.
But more importantly, Who does thebest job in each piece of that process?
And you take those best practices andyou combine them between your employees.
(22:46):
So you're using the wisdom of youremployees basically to create a process,
whether that's a sales process, whetherthat's an operational process that is
based on best practices so that youknow why you're doing what you're doing.
You've got a process that's definedand now you're working, and I
never even thought of the term,with conscious decision making.
Competence right now.
(23:06):
You understand why you're succeedingbecause you've actually orchestrated it.
You've, you've articulated it throughthe way you build your process.
And that's what we at Morganchampions have taught for
27 years is a sales process.
That's absolutely proven to work basedon the million plus loan officers I've
trained over the course of my career.
So I love how you've articulated thisinto these four different categories.
(23:28):
So people can start to think about,okay, where am I at in that stage?
How do I move to the next one?
And, and, and how do I getto that conscious competence
mindset that I need to be in?
Harry Wilson (23:40):
So you said something, I'm sorry, Dale, but you said
something about please go aheadand move to the next stage.
And that's important because a lot oftimes people want to go from, let's
say, unconscious incompetence, all theway to conscious competence, right?
Right.
And that's impossible.
Typically, you're going to gofrom unconscious incompetence
to, you know, learning andgoing to conscious incompetence.
And maybe you're still not there yet.
Right.
(24:00):
But like, okay, here are thebehaviors I'm really trying to build.
It might take time and depending on theindustry, this place, the environment
you're in, it may be a 90 day thing.
It might be six months.
It might take some time.
But that's okay.
You're building, right?
And then, and then you might,from there, you could get to
conscious competence, right?
You know, from there, from as long, aslong as there's conscious in front of
it, you can get to competence, right?
(24:21):
It's hard to get to competence whenit's, when it's, when you're, when
you're unconscious around it, right?
When there's not a lot of self awareness.
So I just wanted to, I just wanted toshare that because that got me, that
got my juices flowing a little bit whenyou were saying, um, About kind of how
do I move from one stage to another?
What are the tipping points fromone stage to another to get there?
Dale Vermillion (24:37):
Well, what I love about this conversation is it really goes back
to what we said at the very beginning.
It's mindset and methodology.
Okay.
You can have the right mindset, but ifyou don't have the right methodology,
you're not going to succeed.
You can have the right methodology,but you have the right mindset.
You're not going to succeed.
I see this a lot today in the mortgageindustry where I see loan officers that
they have the ability, they have theskill base to be incredibly successful.
(24:59):
Okay.
But they're so worried about the market.
They're so focused on the negativityout there that they can't come out of
their shell to do anything about it.
So they're frozen.
They, they, they get in this,this frozen mode where it's like,
well, I know what I need to do.
I need to do what I did 20 years ago togo back and build new partnerships and
referral sources and all those things.
(25:19):
But, I'm just frozen right now becauseI don't want to do that anymore.
I want it to be 2020 or 2021.
Well, it's not, and it's not going to be.
So you've got to move.
You've got to move up that scale toget to the point where you say, okay,
what do I consciously need to do to becompetent today to move in this thing?
And how do I get that mindset there?
So Harry, talk a little bit about it.
(25:40):
If you today were to give advice toeither a leader, Or a loan officer or
anybody who works within a mortgagearena today facing, you know, adversity.
Now, you said somethingreally important earlier.
You talked about, you know,garbaging garbage out.
And, and I talk about this all the time,you know, getting up and turning on the
news is the worst thing you can possiblydo for yourself each and every day.
(26:02):
You know, getting caughtup in the negativity.
That's not what you want to do.
You want, you want to fill your mindand you want to, you know, Fill your
day with as much positivity, surroundyourself with positive people,
make sure you're looking at things.
And, and I know that for me as a speaker,I'm always taking the elements of the
market and showing my lenders and showingmy clients and the people that I train,
(26:23):
what are the positive things that arehappening in the market that you can go
attack and do well with, because everybodyelse is talking about the negative.
If you were to give advice today topeople in this marketplace, dealing
with the adversity, the marketplace,what would be the one or two best
Biggest tips you would give them today.
Harry Wilson (26:39):
Um, so I'd focus on language.
That's the first thing I'll say.
And what I mean by that is notnecessarily what I'm saying to, you
know, my, if I'm a leader to my team,that's, that's kind of secondary, right?
That's going to be, that's like thenext page and that's the next chapter.
But whether your leader or individualcontributor is really, really being
maniacal, non negotiable with my language.
(27:01):
And I mentioned this early, thisidea of a negativity diet, and
I want to kind of give somebody.
Anybody who's listening that'sinterested in this, something
really specific to try and do, um,and commit themselves to, right?
Because.
I run a business around my mindset, right?
We're a mental fitness organization.
I consider myself pretty, pretty skilledat this stuff, but I'm also human.
And, and, uh, even in, you know,in negative times and things, you
(27:25):
know, personal or business, likeI get caught up in this stuff too.
And, and I, and.
And one thing I, I would, I challengepeople to do is kind of really just like
they would like with a weight watchersprogram or as they try to lose weight and
they want to calorie count and do theirmacros and all their things right there.
You know, that's, that's, that's coolbecause there's when you do that and
you do it right and you, you know,and you, uh, you know, you, you
(27:45):
track all these things, you know,hopefully you'll see a result for me.
They like just to kind of takethis analogy a little step further.
So, uh, anything the overweight,I don't know how it happened.
Right.
I mean, COVID sure.
But I was just, you know,traveling a lot in this grind.
I mean, I'd gotten to like 270 pounds,you know, and I'm six, I'm six, two.
I was a wide receiver in college.
(28:06):
So I should be, shouldn't be 270 pounds.
Right.
It could be an alignment.
Right.
Um, and I got, I just like, I hadn'tbeen on a scale in a few years.
I wasn't measuring anything.
Right.
I was just.
Going about my day and going on my lifeand doing my, and I was felt like I
was active, but I got the 270, got onthe scale, scared the crap out of me.
Went to my wife and said, Igot to lose like 60 pounds.
And I was really justthrowing a number out there.
(28:27):
But once I kind of put together aprocess, I looked up in six months
later, I had six months, I lost about55 pounds and I was, I was about to try
and wait, see what's two 15 back, right?
I'm back.
I felt like I was called Russ'slike, Hey, y'all need a receiver.
I'm ready to go.
But, um, but, but, but I did that now,because for me, when I, the, the, the,
the psychology around this process oflosing the weight I wanted to lose,
(28:50):
It really was a mindset thing, right?
It wasn't, it wasn't just justas easy as X's and O's and like,
Hey, I'm going to eat better.
Right.
Because if I, if that was thateasy, I wouldn't have gotten
to that number to begin with.
Right.
And when it came down to it,the simplicity of really,
this was, it was math, right?
It was a calorie deficitthat I was chasing.
Right.
So I put some processes in place tokind of know that day by day, week
(29:12):
by week, and giving myself some restin there and some opportunities for
cheat days to really be at a caloriedeficit week over week over week.
Right.
And it's the same thing with ourmindset and our language, right?
If we want to have language thatworks for us, we have to consume the
right things and put ourselves inthe right environment to do that.
And so we admitted to be ata negativity deficit, right?
(29:34):
And again, it doesn't mean I don't eatthe foods I like necessarily, right?
In that analogy, or, or, you know,go and, and, uh, go with, go to
nice, have some nice wine withmy wife or whatever it might be.
It just means that.
the I know that these things that aren'tgreat for me, I will have an impact on me.
And I said to be aware of when,you know, when, you know, how, who,
what, when, where, why and whatthe, how does that impact my calorie
(29:56):
deficit that I was looking for inthis case, my negativity deficit.
So we mentioned it earlierabout going to negativity diet.
One of the things that works against usthe most is Uh, this, this guy, right?
This little phone here, by theway, with my family on there.
Um, but as much as this is a greattool, and so are the social, the TikTok
and my Twitter, my Instagram on here.
They also can work against me.
(30:17):
And so, but also that little, thatlittle green, that little green with the
white cloud, that's that text message.
Right?
So I have some, you know, I havepeople in my life that I text the most.
My, my, most of my co founders,my brother, my sister, uh,
you know, my mother, my wife.
And let's say DJ Heidson, forexample, who's a co founder
of Limitless Minds with us.
We talk every day at Knowledge, likewe're just constantly talking over text.
(30:37):
And if I'm honest with myself, I goin my text message with DJ, as much
as like we're positive people, there'sa lot of negativity in here, right?
Because we're always tryingto challenge with the, you
know, today's kind of effort.
And I challenge people all thetime to say, hey, go, go pick.
And I'm gonna ask everyaudience member to do this.
Go, go pick the person that youtalk to the most over text message.
Because the reason I'm sayingtext message is because basically
(30:58):
your negativity is journaled inthis text message thread, right?
Yeah, exactly.
And go find the personyou talk to the most.
Again, it could be a mother, it couldbe a father, it could be a spouse, it
could be a best friend, a co founder,a co worker, and just pick a baseline.
Let's say the last two weeks, right?
And you can pick the baseline.
It could be longer, it could be shorter.
Take the last two weeks and justtake a, take a, you know, take a pad
like this and just jot, just tallyoff how many, how many, how many
(31:22):
negative things that you put out there.
Right.
Include, include the, andinclude the emojis, Dale.
Right.
Include the emojis in there too.
And just nobody's judging, nobody'slooking over your shoulder.
Right, right.
Just, it might be, itmight be 50 things, right?
No, no judgment.
Right.
It might be 50 things.
Cool.
Right.
Great.
No, no problem.
But again, this goes tothe confidence, right.
(31:42):
What I want you to do over the nexttwo weeks, or whatever that baseline
that you set was, right, is just becognizant, before you push send on
that text message to that friend,that, that, that spouse, that mother,
whoever it is, just pull back, reset,and reframe, if you can, right?
If you can, reframe thatnegativity into something more
neutral, fact based, truth based.
(32:03):
solution oriented, right?
And just, and just reframe it.
Don't tell this person, you'redoing all this work, right?
Just, just, just work on that.
Just be aware, just check yourself.
Right.
And then, and then send the text off.
Right.
And then after two weeks, I want youto go back and do that same count.
Identify how many, how manynegative things you put out there.
And I'm not going to ask youto eliminate and go from 50 to
zero, just go from 50 to 25.
(32:24):
Right.
Just cut, cut that number.
Yeah.
And then, and then onceyou see that improvement.
Great, right.
Atta boy, atta girl, good stuff, andthen do it again the next two weeks
and try to cut it in half again.
So now you're going from 50 to13 things, and then maybe do it
another time and now it's six.
And all of a sudden you're reallyactually activating and applying
this concept called neutral thinking.
(32:45):
And if nothing else, what you're doing isyou're being significantly less negative.
And what's going to happen is as aforce multiplier, that individual that
you're, that you're, that you've chosenis going to be less negative as well.
Right.
And if they're that important in yourlife, that you're, that they're the
person that you communicate with themost, um, both of your lives are going
to be optimized during that period oftime, uh, which is, which is fantastic.
(33:05):
Right.
And so, so that's, that's, that'ssomething I would challenge people to do.
And actually, Dale, one of the thingsthat we're doing with Limitless Minds
is, We're building a, we're continuingto build a platform digitally, um,
through technology, where we can helppeople do this, uh, more automated
through AI and so on and so forth.
So that's a, that's another storyfor another day, but, but, um, but
that's what we're, we're, we'rerealizing the power in our language.
(33:28):
And if we can help individuals trackthis, just like they would track
the calorie count, uh, the stepsthey take in a day, right with our
wearables and so on and so forth.
We can give people power right with thatlevel of data to support when they're most
optimal and how the language impacts that.
So that's one thing that I would do.
And that's what that's what we're doingwith teams now, whether it be through
an approach like that or other waysto journal and keep track and be more
(33:48):
consciously competent around our language.
So that's something I want toshare that I can do right now.
Dale Vermillion (33:54):
You know, there was so many drop the mic moments and
what you just said there just so manynuggets of wisdom that were just golden
and it's interesting because peopledon't talk enough about the language
we use in the words we say and peopleforget I mentioned this to leaders
And to salespeople that are tryingto cross the country is whatever's
(34:15):
coming out of your mouth, that's areflection of what you're thinking.
And, and if you're, if you're speakingnegative, not only is it impacting
every thought process you have, buteverybody that's around you, you
know, I, I use the example of throwinga rock in the middle of a pond.
Okay.
If you throw a rock in the middle ofa pond, it creates a ripple effect.
And that ripple effect.
(34:36):
It doesn't just go a little bit.
It goes all the way to all shores.
It affects everything aroundthat pond that happens.
And it goes back to thinkingabout when we speak, how we're
impacting the people around us.
So now they then become negativeand it becomes this double
edged sword where we're just innegativities feeding negativity.
(34:57):
And pretty soon before we know it,we're not performing anywhere near
the level that we could becausewe consumed by it very quickly.
So.
Right.
I love that example you gave.
I love that, that, that exercise that yougave the audience of really look at, start
with somebody that you trust and you know,and, and the people that you probably
wouldn't even normally be thinking you'retalking negative to and identify there
(35:17):
where your negativity at and then applythat to all your other parts of life.
Think about your emails.
You know, there's a gazillionemails in the business world.
Oh my gosh, if you can startcleaning those emails up and doing
the same kind of principle, onceyou've done it on the text message.
It can have a life changing effectand a career changing effect for
both you and the people around you,
Harry Wilson (35:34):
right?
It's not limited just to text, you know,I think that's just one kind of medium
that people are a lot to your point emailCertainly, it's hard to track the things
that we literally say out loud That'ssomething that we're working on from a
technology perspective behind the scenesbut That, that is, that is one way.
And I think the other piece to thisthat's critical is the opportunity.
We can't go at this stuff alone, right?
(35:55):
Like whether it be life in general, right?
The big, you know, like, you know, as weseek joy and happiness and, and, you know,
fulfillment, all these different things.
And we can't go at this life alone, right?
And we can't, we shouldn't go atthese little things alone too.
Like our language, you know, a lot oftimes it's the people around us that
can give us the best feedback around.
How we're impacting themthrough our language, right?
You know, my wife is the one who'slistening to me all the time.
(36:15):
I think, I think she's listening.
But she's the one that'saround me a lot, for example.
So like she, you know, who's betterthan her and some other people in
life to tell me like, Hey, you know, Iknow that you've been working towards,
you know, trying to be less negative.
You know, I noticed over the lastweek, you know, that you were,
that you've been speaking this way.
Right.
Just a heads up, right?
You know, whatever it might be, butthat accountability partner, it's
like the, it's like the speedometerread, um, down this road that I'm,
(36:38):
you know, that's right in frontof my house called evergreen road.
They got a couple of differentlittle plants of that, you know,
that, that, that's what I'm going toread that makes you think that the
cops are around the corner, right?
That tells you in a 25, you're going38, you're going 40, you're going 42.
And what do you do whenyou see that, right?
You slow down, you tap the brakes, right?
Same thing with our language.
If we can have an accountabilitypartner, um, around us, right.
(36:58):
That can help you kind of tap thebrakes when you're going negative.
There's a lot of there's a lot of uh,there's certainly a lot of uh, It's a
competitive advantage is what it is.
So yeah, that's what it's about.
Dale Vermillion (37:10):
Yeah, there's There you know, it reminds me of a verse that
I love out of book of ephesians says donot let any unwholesome talk come out of
your mouth But only what is helpful tobuild others up according to their needs
That it may benefit those who listen andI love that I love that verse because it
talks about how what we say You shouldbe encouraging to people around us.
(37:34):
It should benefit them.
And when we speak, everybody withinearshots hearing what we're saying.
So for in leadership, if we're in sales,we're influencing people dramatically
by what comes out of our mouth.
And it's really important to understand.
I love the fact that you guys are teachingthat to people in such specific ways
to help them understand how to be morethoughtful about their language and the
(37:56):
importance of how that affects your mind.
And your, your attitude, positive,negative, neutral, whichever one it
is, it's going to have an impact.
No question about it.
It's great stuff.
Harry Wilson (38:05):
That's right.
I love that.
Dale Vermillion (38:06):
All right.
So let me, let me share the lastquestion I wanted to ask you.
Um, you mentioned Trevor Moadearlier, who was the co founder
of Limitless Minds with you.
And I know Trevor has had massive,massive impact on your whole team.
Uh, DJ and everybody that I've talked toyou internally with your team, uh, have,
have mentioned Trevor multiple times.
(38:28):
Um, Just for a minute, if youwould share a little bit about
the impact his mentorship has had.
We talk about always at the endof our show, mentorship and the
importance of mentorship andwhy we need mentors in our life.
Can you share a little bit aboutmaybe the mentorship that Trevor
had with you and the importance andthe impact that had on your life?
Harry Wilson (38:47):
Sure.
I mean, and, and, and just to again,clarify for listeners, I mean, Trev, um,
you know, in 2019, he was diagnosed withsome cancer, um, that he fought valiantly
for, uh, about a two year period.
Um, you know, of course, COVIDhit right, you know, a few
months after that diagnosis.
And I think he was more scared about thepandemic, uh, you know, and its impact on
(39:07):
him, um, more so than the cancer itself.
And he'd fought and he grinded andhe did his thing and he was kind of
quiet about it and didn't want a lot ofpeople to know and, and, um, And, um,
and it took him in, in September, 2021,uh, and, uh, and what's interesting,
it's almost like a, a great musician.
Like, it's almost like some, you know,sometimes the music has more of an
impact when they're gone, you know,
Dale Vermillion (39:29):
and they're selling
Harry Wilson (39:29):
more music than they did before and all these different things.
And, and, uh, Trevor hasa similar type of impact.
I feel like, right.
Because once he, when he passedaway, the amount of individuals,
uh, many names that folks listen tothis, this podcast would know, right.
Um, some of the best and brightestathletes, uh, across a ton of
different sports from football,basketball, baseball, tennis.
(39:51):
Uh, et cetera, track, um, cameout of the woodworks on like the
impact and really specific impactthat he had on them for, for me.
Um, you know, Trevor was oneof the best speakers that I'd
ever heard, which was great.
You know, I mean, I've seen alot of great speakers from Simon
Sinek to, uh, Angela Duckworth.
And, you know, um, you know, I've seenAdam Grant, all these different people.
I mean, there's so manygreat speakers out there.
(40:13):
He was one of the best becauseof, because of his authenticity.
Right.
And, um, You know, hegrew up in this space.
His dad was a guy named Bob Mowat,who was kind of one of the founders of
like this self esteem space that waskind of started in like the seventies.
Um, you know, chicken soup for the soul.
I don't know if they, they'll, you'reprobably familiar with chicken soup.
Absolutely.
We'll love that book.
So Bob Mowat was one of the originalcontributors for chicken soup for the
(40:34):
soul, Trevor grew up around the dinnertable talking about this stuff, right.
And, and, um, and, uh, and hewould take his career into it, but
I mean, you know, um, his impactis, is, uh, Multiple exponential.
Um, and, you know, as he's gone now,we really begin to, like, realize the
(40:54):
legacies that he's left behind andreally gives us as co founders with
which have like an opportunity to allowhis legacy to carry on, um, great and
didn't think and change the way thatpeople think, um, that then we believe
would change the way that people believe.
Uh, talk to themselves and to othersand then ultimately change behaviors
that we are required for us to kindof win and then ultimately then we'll
(41:15):
worry about results and outcomes.
Right?
And so, um, so, I mean, I, Ithink he's a pioneer in the space.
Um, you know, it's a shame that hewas, he's gone so early in his mid
forties, um, because, you know, um, Ithink we're all missing out on, on, uh,
On really a genius, um, in this area.
Um, and, uh, but you know, heleaves, he leaves us behind.
(41:35):
Um, we're going to continue to carryon his legacy and, uh, impact people.
But that's, that's the cool thing is thatTrevor didn't really want recognition.
Um, you know, I mean, I think certainlyhe wanted to be relevant like many of
us do, but really he just wanted to makean impact, um, authentically, you know.
You really just want to make an impact.
Um, and he would, he would do it quietly.
He would do it realquietly behind the scenes.
You know, he was kind oflike the wizard of Oz, right?
(41:55):
You never really knew what he, right.
And now, you know, but, um, soyeah, I mean, he's a special guy.
Uh, you know, we have the fire in ourbelly to, to continue to take this
organization where we want to go is,um, is even, you know, burns even,
even brighter, burns even stronger now.
So.
So yeah, Mira, it's aresponsibility for us to do that.
Dale Vermillion (42:16):
I wish I'd had the honor to meet him.
It's it just sounds like just anamazing guy from everything I've heard.
And it reminds us again that, youknow, every one of us are leaving
a legacy, positive or negative.
We all do.
Every interaction we have in every daywith people, that's part of our legacy.
So I want to remind all the listenersthat, you know, mentorship is important.
(42:37):
You need mentors around you.
That makes a major difference.
And remember that the way thatyou're working with other people
and the way you're influencing otherpeople, and the way you're talking
to other people, and the way you'retreating other people is important.
is establishing your legacy.
I think sometimes we think legacy is aword for later in life, but we don't know
we're going to make it later in life.
We never know what day is our final day.
We want to set our legacy everyday as we work through it.
(43:00):
Well, Harry, this has been just, I haveloved every minute of this interview.
I so appreciate your humility andyour heart and your wisdom today.
Share with the audience how theycould utilize limitless minds, where,
where they would go to, to purchase,you know, uh, things from you guys.
We, we, I obviously, I fully endorse whatyou guys do and just a raving fan and
(43:23):
looking forward to working with you more.
Um, could you share with them,uh, how they would go about that?
Harry Wilson (43:28):
Yeah, I mean, a lot of, a lot of folks know us as like
a, a B2B type of platform, right?
Where we work with companies andorganizations, you know, um, you know,
if you're a, if you lead a sales team.
If you lead a team of salestrainers, sales development folks,
if you are responsible for thoseindividuals, you may be a C.
O.
O.
C.
E.
O.
An organization.
If you're if bottom line and impactis important to you right at your
(43:49):
organization, whether you make it,whether you make the decisions or not.
Um, reach out to us.
Um, because we, we can helpyour team build a framework
around adversity tolerance.
Like you mentioned, it's not just, uh,it's the mindset and methodology, right?
It's if you, a mindset, a mindsetstrategy is just as important
as a business strategy, right?
Equally important on, they haveto kind of, they have to rather
(44:11):
be able to run in parallel.
And so we, we can help organizations.
Um, you know, we're, we're, uh, withthat, we're really our performance
solution through mindset training.
Um, we tend to really, um, enter,enter into organizations through
sales teams, both, both individuals,contributors, and, and, and leaders.
So that's us.
Um, you can reach outto us at limitlessminds.
com.
Um, hell, you can email medirectly at harryatlimitlessminds.
(44:34):
com.
And I will respond.
Um, and then as a consumer, ifyou're just one person out there
saying, I want, I want some of this,I want some of this action, right?
I want some of this.
Uh, we actually have an app thatyou can download, um, androids and
um, and iOS called club limitless.
Um, and, and club limitless, uh, is,is, uh, is kind of like a Peloton
for mental fitness, if you will.
Right?
So very cool.
(44:55):
You get access to coaches, some of thebest and brightest literally on the globe.
Um, and, um, and you get on demandand live access to these coaches.
You can jump into the mind gym andwork on your mind, uh, and condition
your mind and be more mentally fit.
So check that out.
Um, it's a subscription, youknow, per month, you know, a few
dollars per month per person.
So, so check that out.
(45:15):
Um, you can find us on social media.
We're all over LinkedIn,uh, Limitless Minds.
You can find us on, uh, on, onInstagram and Twitter and so on
and so forth at Limitless Minds.
So.
So come check us out.
Um, and, um, yeah, you know, butyou can reach out to me directly,
of course, and come find us.
But, uh, we're excited about the future.
And, um, and like I said, youknow, check out Trevor's books.
(45:36):
Uh, it takes what ittakes is the first one.
Um, you don't have to read themin order necessarily, but if you
want to, it takes what it takes.
The second one is getting to neutral.
Both of them are really applicable.
The second book, they'll, um, kind ofunveils this, this, this, uh, it really
unveils, honestly, kind of what Trevorwas going through individually, right.
As kind of one of the mindsetgurus, uh, across the world.
(45:57):
Um, he too, uh, being humanis going through it, right.
And, and how he was applyingthis to his every day.
Um, and going and battling cancer.
Um, and it really makesit real in my opinion.
So check those out.
You can do audio book or, or, youknow, they got them in the hardback
so forth, but we'll check thoseout for those that are interested.
You can also, if you're also interestedin Trev and just in general, you know,
you can find them on YouTube and there'sa lot of interviews, not a lot of
(46:18):
interviews and podcasts, so you can kindof get some interesting kind of framework
from him and, and, um, and whatnot.
So, but I, I, we're just reallygrateful that, uh, to partner
with you guys and to be on, be ontoday with you, we appreciate it.
Dale Vermillion (46:31):
It's been an absolute delight, a blessing
to me and a true honor.
And for those of you listening,I know a lot of you are
executives that I work with.
Um, feel free to contact me too,if you want to, and I'll be glad
to connect you with these guys.
Um, they're, they're a class act andthey're doing some incredible work to
help organizations around the world.
So, uh, Harry, thank you.
(46:52):
Uh, blessings to you.
Appreciate you looking so much forwardto getting to know you more over the
years and hopefully Uh, senior down inLouisville where, where I've got kids
down there, we're going to have to hookup for hookup for lunch or dinner when
Harry Wilson (47:05):
I'm down there next time, for sure.
Let's do it.
Let's get a, maybe a little bourbon anda hot brown down here, you know, um, but
you know, Dale, one thing, one last thingI want to say to your audience, right.
Because you, the folks that arelistening, if they're listening
to this, you know, folks thatare, Folks are listening to this.
They are, I'm sure, I'm certain they'reseeking a competitive edge, right?
Both professionally and personally, right?
(47:26):
Um, just like I am, right?
You know, just a constantquest for knowledge.
That's why one would engage in, uh, in,in content like this because they're
just seeking continued knowledge.
I don't care if you're 22, 42, 62,anywhere in between and around.
Like we're all going to 102 seekingthat, um, competitive advantage.
And but a lot of the folks onhere are really successful, right?
(47:47):
A lot of folks that are listening tothis, they've had, they've felt, they
know they can, they can smell success.
I, and I wanna encourage thosethat are even in the middle of kind
of a successful, you know, careeror, you know, success around them.
Is that one thing that Trevor wouldsay, and I, that I always say, and,
and, and because of it is, um, youdon't have to be sick to get better.
(48:08):
You don't have to be sick to get better.
Don't wait for the challenge to arriveto, to, to be prepared to train for it.
Right.
It's all in preparation.
Right.
And so the reason why mindset's importantis not because it's easy, it's easy
when, when they miss the success,it's easy when the numbers are right.
It's easy when the rate, when, whenthe, when the rates are low, right.
You know, if you will, right.
It's, it's really what really is going toshow up in your character and who you are
(48:30):
and your tech is when the chips are down.
Right?
Um, and we don't knowwhen that's coming, right?
But adversity, adversity is not, adversityis not an if thing, it's a when, and
it's just a matter of how big it is,it's micro macro, you know, it could
be just bad traffic on the way to a bigmeeting, it could be something like, like
an illness anywhere in between, right?
So we don't know when it's coming.
So let's be prepared for it.
(48:50):
You don't have to be sick to get better.
Um, and, and, you know, that's kindof like a growth mindset thing.
But the reality is that I'm not,you know, I ask people all the time,
like, Hey, you know, You know, doyou want to reach your potential?
Everybody says, Yeah, Iwant to reach my potential.
And I say, why I mean that?
Because that's it's atrick question, right?
Because certainly we wantto reach our potential.
But really, what I want to do isI want my potential to increase.
(49:14):
I want to move my potential.
I wanted my potential to grow.
And then what I want to do, what I reallywant to do is close the gap between my
potential and what I actualize, right?
And I want to keep closing thatgap while my potential rises.
I want to I want to close the gap onwhat I'm actual, what I'm actually doing,
what I'm actually able to accomplish.
Thank you very much.
And, and what's going to be requiredof that is this mentality around, I
don't have to be sick to get better.
(49:35):
I can be on a constant quest for now.
Um, I can ask the questions.
I can, I can reinventmyself along the way.
Um, so that's the challenge I wantedto, wanted to leave for folks, right?
Um, whether it be around their languageor the people around them and, you know,
how, how much news they're consuming.
All these are things we talked about.
It's just about being, being on a constantquest for knowledge and realizing you
don't have to be sick to get better.
(49:55):
So, you
Dale Vermillion (49:57):
know, that, that is a great way to end the show.
Uh, you know, I've toldpeople this many times.
My wife, Laurel and I have hadmarriage counseling our whole life and
people say, is there something wrong?
Well, sometimes, but no, not really.
We're just going because wewant to stay together forever.
And 31 years later, it's still working.
So, you know, it's constantly wantingto improve, even if you, things are
(50:18):
going well, you want to keep yourselfat that level and keep getting better.
And I love how you articulated that.
By just closing thatgap every single time.
So Harry, thank you again.
Great to have you.
God bless you, my friend.
Love what you're doing.
Uh, and, and I hope that, uh, Iget to see you again real soon.
Harry Wilson (50:38):
Likewise, brother.
Thank you.
Thanks for the opportunity.
Batting a thousand is a production of
Dale Vermillion (50:47):
mortgage champions.
A company that's been transformingthe people who transform companies
since 1995 have a suggested topicor guest contact my team on Twitter.
That's at Dale Vermilion or tweetus using the hashtag batting 1000.
That's hashtag batting 1000.
You don't have to be sick to give it.
Don't wait for the challenge to arrive,to be prepared, to train for it.
Right.
It's all in preparation, right?
And so the reason why mindset'simportant is not because it's easy.
It's easy when, when they're missed tosuccess, it's easy when the numbers are
right, it's easy when the rate, when,when, when the rates are low, right?
You know, if you will, right.
It's, it's easy.
It's really, what really is goingto show up in your character
(00:21):
and who you are and your tech iswhen the chips are down, right?
Um, and we don't knowwhen that's coming, right?
But adversity, adversity is not,adversity is not an if thing, it's a when.
And it's just a matter of howbig it is, it's micro, macro.
You know, it could be just badtraffic on the way to a big meeting.
It could be something like, like anillness, anywhere in between, right?
So, we don't know when it's coming,so let's be prepared for it.
(00:43):
You don't have to be sick to get better.
Voice Over (00:46):
You're listening to batting 1000 with Dale Vermillion,
where heavy hitters from mortgage,real estate, and business share their
secrets for lasting success with yourhost award winning sales strategist
and industry icon, Dale Vermillion.
Dale Vermillion (01:01):
All right.
Welcome back to our 2023, uh, episode twoof batting a thousand, where we interview
the heavy hitters in business, inmortgage, in finance, in just the places
that all of us want to grow and learn.
And today I have a Very,very special guests.
Super honored to haveHarry Wilson with us today.
Um, Harry is the CEO of acompany called Limitless Minds.
(01:24):
Uh, they are an amazing company thatliterally is working every day on
helping people to perform at a levelthat they've never performed at before.
Uh, Harry has been, was 12years as a leader in industry.
He has been the CEO now, uh,for Limitless Minds since 2018.
Uh, he's also a divisionone athlete, uh, multi.
(01:45):
athlete, two different sportsyou're in, which is really cool and
come from a whole family of that.
He, uh, you may recognize hisbrother is Russell Wilson, the
quarterback of the Denver Broncosand previously Seattle Seahawks.
Um, so Harry comes from a story traditionof athletes and just people who think
in a very powerful, amazing way.
We are so honored to have him today.
(02:07):
He, he is, he is a company and aleader that teaches on transformational
leadership and authenticity.
Two things we love to talk about.
So Harry, welcome to the show.
So glad to have you.
Harry Wilson (02:17):
Dale.
Thanks for having me, man.
I'm excited to be here with, with, uh,with you and your, and your audience.
Um, you know, it's funny and batting athousand, uh, if I could have maybe just
batted over 300, I might be asked to beplaying right now, but, uh, you know, I
do love baseball and all the analogiesthat exist within, but, um, you know,
But, uh, but yeah, so thanks for that.
Thanks for the opportunity.
(02:37):
It's just, it's gonna be fun.
Dale Vermillion (02:39):
Well, it's great to have you here.
Well, let's just, let's dive right in.
You know, first thing I want to talkabout as, as we lead in, you come from
a family that you, your brother, yoursister, all D1 athletes, obviously
Russell went on to play pro sports.
You guys have grown up in afamily that, you Certainly
nurtured these kinds of things.
(02:59):
And I know you talk a lot about your dad.
I would love to just open up, sharea little bit about kind of your
upbringing, the influence your dadhad in your life and what that looked
like and how that transformed you towhere you're at today as the CEO of
a major company that works with huge,huge companies all over the world.
Harry Wilson (03:18):
Yeah.
I mean, um, first of all, yes, my,my brother and my sister, you know,
they really got all the talent.
I'm, I'm the, uh, I'm the CooperManning of the Wilson family.
I'm like the other brother had alot of promise, different reasons,
injuries, et cetera, didn't make it.
But, uh, I'm happy to livevicariously through the both of them.
Um, my father, you know, so my, ourdad, his name's Harry Wilson as well.
(03:39):
He was the third.
I'm the fourth.
He, um, you know, he was atwo sport athlete in college.
He went to Dartmouth, right?
So education first.
Um, You know, it was all Ivy league,uh, player and football and baseball.
And, um, we played briefly for the SanDiego chargers and, and then, but he
ultimately went to UVA law school, wasa, was an attorney, uh, went to, worked
at a factory and gamble for a number ofyears in Cincinnati as for Russell and
(04:02):
I were born and, um, and then moved toVirginia and so on and so forth, he would
get sick and he had some complicationswith diabetes and, um, you know, kind of
this, uh, Avalanche of challenges thatexisted from a health perspective that
that took them in 2010 at the age of 55,but I already know that no, I mean, but
you know, I think it's, uh, you know,my dad, um, and my, my grandfather,
(04:25):
Harrison Wilson, the junior, um,we're all, you know, kind of education
was kind of the number one thing.
And, you know, I had a grandfather whogot his PhD back in the, in the fifties.
As an African American, um, inthe fifties, living in Jackson,
Mississippi with a PhD was pretty rare.
So, so education has been a partof our, our, our, you know, our
yellow brick road we've been kindof traversing for, for, you know,
(04:47):
sometimes in some generations, you know,our dad, but our dad's impact on us.
And I'm speaking for my brother andmy sister, but I can really speak for
myself, but my dad did so well thatI'm trying to take and, and, and, um,
provide for my three daughters that Ihave, um, is, is the ability to kind of.
creative vision, right?
Um, dad did a really tremendous job ofhelping, helping us paint our own vision
(05:09):
for success and dreaming big, right?
And kind of thinking beyond, youknow, kind of the parameters that,
that most would kind of try to boxus into, um, and, uh, both, you
know, academically, uh, athletically,uh, relationships, friendships,
um, and how we think about things.
So, I mean, I think that he's kind of,he helped create kind of a dream big type
(05:30):
of culture, if you will, family culture.
You know, we continue to try to.
You know, try to try to build andcreate, you know, for our own families
that we've, that we've built and, uh,and certainly the people around us.
So, I mean, that's, that's just alittle bit of, of my dad and, you know,
certainly, um, we wish he was here andhe's been gone for almost 13, 12 and a
(05:51):
half years and it seems like all the bigstuff in life has, has happened since,
you know, but, you know, hopefully he'sbeen, you know, able to kind of keep an
eye on us and, uh, and, uh, you know,kind of a, uh, a guardian angel up there.
Um, so.
Yeah,
Dale Vermillion (06:04):
you know, little did he know how much his influence would impact.
You know, we talk a lot on betting1000 about mentorship, legacy, all of
the importance of that and the impactwe have on people and everything we do
and everything we say every single day.
And I know that his influence clearlyhas an impact on all three of you.
Uh, As his children, and I'm sureyour mom had a major play in that too.
(06:28):
And now we fast forward and here youare as the CEO of limitless minds.
Now let's talk about this cause I thinkthis is really critical for the honest
to hear about, you know, I, I've been aproponent and the two things that we teach
at mortgage champions and the two thingswe always focus on that we say is the key
to your success is mindset methodology.
If you don't have the right mindset.
And you don't match it with theright methodology, doesn't matter.
(06:50):
You're not going to succeed no matterhow much talent you have, because
that talent never really comes out.
If you don't merge those two together.
Now we're really theexperts on methodology.
You're really the expert on mindset.
And one of the things that I want toopen with, you know, I've always been a
proponent of positive thinking guys likeZig Ziglar and Brian Tracy, Jim Rohn
have been very influential in my lifeover the many years that I've studied.
(07:14):
You guys actually.
teach something called neutral thinkingthat is absolutely state of the art.
It's such a cool concept.
I would love for you to talk with ouraudience about what neutral thinking
is, how you guys are changing people'sthought process to limit those
minds and helping them to achieveat levels they've never seen before.
Harry Wilson (07:34):
Yeah.
Thank you for that opportunity.
We, um, so I, you know, I alsobelieve in positive thinking, right?
I mean, we, you know,and we're hopeful for it.
And I think many of us, if not most ofus, uh, aspire to, to kind of be positive.
And, um, you know, most of the, listen,most of the books in the, in the
podcasts and the things you're goingto find, you know, if you're in the
airport and you're jumping into thelittle bookstore, you're going to find
(07:55):
a lot of content on positive thinking.
What's really interesting, um, is that,you know, what's been commercialized
a lot Positive and negative, right?
Positive, negative thinking, right?
They're opposites like, okay,I want to be more positive.
How do I stop being so negative?
So on and so forth.
All that's relevant and real.
Um, I mean, one of our co founders,our late co founder, Trevor Mowat,
um, who I encourage any, anyaudience listener to check out.
(08:17):
Um, he, he's got, you know, he's author.
He's got a couple of books out.
It takes what it takesand getting to neutral.
I would check out both on audiobook and also, you know, live book.
But Trevor was one of the world's topthought leaders in the area of mental
conditioning and mindset training.
Um, he started with elite athletes, right?
Um, uh, folks like individualslike my brother teams, like a Nick
(08:40):
Saban and Alabama football helpedkind of build a dynasty and a
culture around mindset, Alabama.
When he was there, he'd meet a coupleof individuals like Mel Tucker, who's
now at Michigan state as a head coach.
Um, yeah.
Uh, the back to back nationalchampion Kirby Smart at Georgia.
And so when, when Trevor got sick in2019, he was working at the University
of Georgia football and Kirby Smart allaround this idea around neutral thinking.
(09:04):
And when he was at Alabama with,with, uh, with Nick Saban, they
realized that, you know, to kindof, to get these guys to just think
blindly positive was a huge leap.
Right.
It was a huge leap in, you know, whether,whether, whether guys were cynical,
whether they come from broken homes,whether they come from, you know, it's,
it's, you know, it's, it's hard to kindof be, carry the grind of a, of a, of a
(09:24):
summer camp, all these different things.
Right.
And, and so what, what they realizedis that there's not a lot of data that
supports that positive thinking works.
We believe it.
And anecdotally we would trustthat positive thinking is good.
Right.
And that work certainlybetter than the alternative.
Um, but what's interesting,there is a ton of data.
That supports thatnegative thinking works.
Right, Dale?
(09:45):
But the problem is that negativethinking works all the time,
and it works negatively, right?
And so, a lot of the datasupports that the verbalization of
negativity is what weaponizes itagainst you in multiples, right?
Exponentially.
In fact, there's some data out ofHarvard that supports that negativity
is four to seven times greater thanits brother or cousin, positivity.
(10:08):
That's right.
And when it's verbalized, it can be, uh,and multiples of 10 X on top of that.
So, so the verbalization andnegativity is what weaponizes most
of us against ourselves, right?
And our self talk and the internal adcampaigns that we create for ourselves.
And so when, when Nick Saban andTrevor worked together to develop
this culture around mindset andlanguage at Alabama football, it was
(10:30):
all about being less negative, right?
Stop saying dumb things out loud, thingsthat are being weaponized against you.
And, um, and that's what theyreally build a framework around.
And even the most cynical couldbuy into the idea of being more
neutral and being less negative.
So really it's what we're doing withorganizations, individuals, as we
(10:51):
were, we're spending a lot of timereminding them, educating them.
Talking to them, giving them applicabletools to be less negative, right?
And to suggest to go on anegativity diet, if you will, right?
Because it's not just what we say, butreally it is garbage in, garbage out.
So the more social media that I, that I,that I engage with, um, probably the more,
(11:13):
more negative I'm probably going to be.
The more news that I watch on a givenday, week, month, quarter, the more
negative I'm probably going to be, right?
Um, and it doesn't mean thatyou'd eliminate all these
things from your world.
Just know, just, just means that youhave to be cognizant of the consequences
of these negative Sources, you know,and, and things that you're consuming.
So, so we really kind of put a structurearound these things for individuals,
(11:36):
teams, organizations around how to, howto, um, really manage negativity, um,
and make it make kind of your languagework for you and then your behaviors will
follow and then the results will come.
So, I mean, the last thing I'll say,Dale, and we'll kind of open it up is
just, you know, negative, a neutralthinking is more about, uh, a lot, but
really about a fact based solution.
(11:57):
approach towards problemsand challenges, right?
What it does for people is itultimately slows down the velocity
of, of, of adversity, right?
And it kind of helps tobuild adversity tolerance.
And what we'll allow you to doas a, as a neutral thinker is
you can acknowledge the negative.
You don't have to ignore it.
You don't have to pretendlike it doesn't exist.
In fact, we're going to ask you tospend some time with that negativity,
understand one or two reasons why thathappened, that situation happened.
(12:21):
Great.
Like a doctor would do, let'sdiagnose why that happened.
And then with that diagnosis, let's,let's create a set of solutions, maybe
just one solution that it might take tomitigate or eliminate that, that, that
challenge from happening moving forward.
And then from there, as we put thosebehaviors in place, it gives us
the license to be positive, right?
At that point, we now havethe permission to be positive.
(12:41):
So, so it's kind of this, this judgmentfree, fact based types, a type of
approach towards, you know, solvingproblems and challenges that we're in.
And it, you know, ultimately slowsdown the velocity of that challenge
and ultimately increases yourdiversity tolerance in those moments.
So, yeah.
Dale Vermillion (12:57):
So I love what you're saying there.
You know, it's interesting.
I train leaders all over the country.
And from C level to mid level, all theway down to the front line leaders and
constantly, obviously talking aboutthe importance of having a positive
environment of speaking to your peoplein positive ways of making sure that
you're encouraging them so that they'rethinking right, because People to do
(13:19):
tend to lean towards the negative.
And one of the things that I talkabout all the time is cause and effect.
And that's kind of what you were justtalking about there with negativity is
that when something bad happens and manytimes, you know, the thing that I see,
and I'm sure you see this all the timetoo, with leaders and with employees is
things that happen out of their control.
They get too hung up about, theyget too upset about and too worried
(13:40):
about instead of just saying,I don't have control over that.
And what I always try to teachthem is it's thinking in a
cause and effect mindset.
Okay.
What happens is we react to theeffect instead of really addressing
the cause, which is proactive.
It's a reactive proactive mindsetwhere when you have negative things
happen, what you really want to do isyou want to say, okay, that happened.
(14:03):
Knowledge that it's over, it's done.
That was, that's history.
Now, now we're moving forward.
What was the cause?
If we fix the root cause, thenthe effect won't repeat itself
most likely in the future.
And it leads to a better mindsetof how to deal with negativity.
So I love how you frame that, thatit's, it's thinking less negatively.
(14:23):
We start there instead of, becauseI hear this all the time from
leaders and from loan officers andpeople I train all over the country.
Most common question I get, guesswhat it is, Harry, how do I stay
more positive when we're in amarket that's so difficult and rates
are up and these things are hard?
I say, well, my answer is always,number one, when you have those negative
situations, stop, take a minute and thinkbe grateful for all the things you have
(14:46):
in life that you can be grateful for.
That always regenerates yourattitude back in the right place.
But outside of that, you got to justaddress the negative by identifying the
cause and then creating a different.
Activity going forward.
Speak a little bit about how you guyshave taken your, your training and
your teaching and the things you, youtalk about with how to think properly
(15:10):
and how that's impacted people.
And, and a couple, if, if, if you canshare a couple of things, just a couple of
specific strategies that people can reallyapply in order to think in a better way.
Harry Wilson (15:23):
Well, I mean, one thing I was thinking about as I'm writing some
notes, as you were, you know, giventhat framework that you just gave is.
Some, one of the things thatwe teach is this framework
around conscious competence.
It's conscious competence and reallythe framework is, is associated
with three other, three otherkind of, uh, uh, pieces of this.
So a lot of us kind of go intosituations are, are the skillset or
(15:45):
the, or the industry that we're in.
Um, and we, we start off, maybe we werea couple of years in, maybe we were 18
months in and we're trying to build thislevel of competence and what we do, right.
And, and the skill and what it is.
And, and, and I don't know if you'veever been this as a performer, whether
it be in business or sport or otherwise.
There's been, there's times whereyou feel like, you know what?
Um, I'm not performingwell and I don't know why.
(16:07):
That's like kind of rock bottomfrom a performer perspective, right?
We call that unconscious.
Incompetence, right?
I'm not sure.
I'm not, I'm not that great at what I'mdoing and I'm not sure how to get better.
Right.
And that's, you know,hopefully you're there.
Some of us might be indifferent areas and that's okay.
Right.
There's opportunity to get better.
And a lot of that has to do with askingquestions and being a constant quest
for knowledge and so on and so forth.
But that's kind of like rockbottom of this framework.
(16:28):
Right.
Then there's consciousincompetence where, you know what?
I, I'm not great.
I'm not good yet.
Right.
Maybe I'm new.
Maybe I'm, maybe I'm new to the industry.
Maybe I just moved to a new organization.
There's a different way of doing things.
I'm not sure if I haven't got ityet, but I'm really aware of it.
Right.
And I'm, and I'm seeking tounderstand, I'm asking the right
questions, putting myself around theright people, so on and so forth.
And that's okay.
That's kind of, that's kind of like agrowth mindset, uh, kind of area to be in.
(16:49):
And there's improvement to be had, right?
As long as you know where you'reat and to have that self awareness,
there's, there's ways to improve.
And then there's the last twothings are what, where we see a lot
of performance that we work with.
In this, in this, in this framework,because we work with a lot of companies
with like high performers, some ofthe best companies in the world,
like Johnson and Johnson and BristolMyers Squibb and that AstraZeneca and
Amazon and Microsoft, some of theseorganizations, these are our companies.
(17:11):
So these, these, these organizationsare kicking ass, right?
They're, they're really strong.
And they got performers.
And so what we see a lot in this group.
That we impact a lot is thisunconscious competence, right?
So I'm good.
I know I'm good.
My numbers are great.
I'm performing well, but I don'treally know why I couldn't, I'm
not sure if I could actually teachsomebody else how to do the same thing.
(17:33):
And if I do have a down week, month,quarter, et cetera, I'm not quite sure
like what happened and how to get back ontrack and not try to make these things.
Right.
I'm just kind of flowing,getting lucky and luck.
Sometimes people say, I'drather be lucky than good.
I call that, I'd say BS, but I get it.
That's right.
That's not a good statement.
But a lot of us are in that, right.
(17:53):
Where, you know, maybe we're atthe right company, right place,
right time, right territory.
Um, and you know, we, we have a sensefor what we're doing, but we really
don't know how to do it and how torepeat it and how to get back on track
if we, if we get off track, right.
Um, but again, that's a good placeto be from the standpoint of, Hey,
listen, there's improvement there.
I'm good at what I do.
There's skill there.
Now, if I can get into the self awareness.
(18:14):
Wonderful right now, but the placethat I believe that we all want to
try to aspire to be in to reallycontinue to chase a potential and
move that benchmark for where we can,where we can go in our capabilities
is conscious competence, right?
Of course, where I'm kicking tail.
And I, and I, I know why formula.
I have a really great system.
Yeah.
Right?
Yep.
And, and even though that, and thatsystem may need, may be, I might be, be
(18:36):
required to evolve from that system, butbecause I have a system, I have the, the
ability to, to, um, to, to be nimble andbe agile when the industry calls for it.
So I know I, and I, and I'm not inthe mortgage industry, but what I
think I know, or at least what Iunderstand about the last few years.
You know, everybody's gone through apandemic 2020 21 right was, uh, was,
(18:57):
you know, I think if I'm a seller inthat space that you guys are in is
probably a pretty, pretty darn goodtwo years from the standpoint of
just kind of taking orders, right?
You know, just kind of, you know,I'm taking our rates or rates are,
you know, kind of right, you know,and I'm just taking order, right?
And what ends up happening in atime like that, which is great,
we're going to perform really well.
But what it ends up doing is itimpacts our adversity tolerance
because because our diversity kind of.
(19:19):
lowers in some ways and ourtolerance for it does too.
Right.
And then 2022 comes 2023 arrives andwe're in a, in a, in a, in a, in a
world where it's going to get a littletougher, a little different, maybe not
tougher necessarily, but different.
Right.
We're gonna have to be, we're gonnahave to kind of really be leaning
on relationships that we've created.
We really have to be really skilled inthe conversations we're having, right.
(19:41):
We're really going to have to just Havea, have a plan for this kind of rate
resistance that you guys are in, right?
And this industry, right?
And so you've got to have a strategy andthe choices that you had in 2020, 2020,
2021, all of a sudden those choices,that margin for error starts to shrink
and then choice becomes illusion, right?
All the things, all the skill sets thatare required from a skill perspective.
(20:01):
For people in the industry thatyou guys are in, um, have always
existed and they continue to exist.
Nothing's been changed withwhat's required of you.
What's changed is the margin forerror during a time like this.
And so that consciouscompetence is critical.
I don't care if it's mortgage,if it's pharmaceuticals, if it's
tech, if it's a financial services,that really kind of tends to be.
Pretty standard across industries thatwe're, we're helping and working with.
(20:24):
And so this, this, this, this, thiskind of competence tree, right.
And their awareness around it is somethingthat we've been teaching folks, um,
whether again, whether it be individualsor leaders that has really helped people
kind of elevate and increase their, um,their adversity tolerance from this time,
especially the folks in the middle, thatmighty middle at an organization, right.
That, that middle 60 performer.
That's like just on the edge,just on the cusp of performing.
(20:47):
That's been something.
So of all the frameworks and differentthings we're doing, neutral thinking,
this, this kind of competence tree,that's something that's really been
relevant over the last few years.
Um, whether you've been an individualcontributor and it's just about you
and trying to perform or whether it's,whether it's you as a leader, um,
in a challenging time where you'retrying to balance the challenge of
both empathy and a drive for results.
This conscience, competence, and thiscompetency has been really critical.
(21:10):
So I'll take a breath.
I don't know what you thinkabout that, but that's,
Dale Vermillion (21:14):
you are speaking my language, my friend, this, this is why
I'm so excited that we are partneringwith you guys is what you said is dead on.
Um, what, what you have in the mortgageindustry today is back in 2020, 2021,
when rates were super, super low.
They had unconscious competence.
That's exactly what it was.
(21:35):
You could just show up andyou could be successful.
You weren't even really sure why youwere successful, but man, you were making
money hand over fist in the market.
We're in now where rates have dramaticallyincreased markets, much tougher.
What I'm seeing a lot of is I'mseeing a lot of that unconscious
incompetence now where they're not surewhy they're not performing anymore.
(21:56):
But they have to moveto conscious competence.
I'm going to use a quote and this is Iuse this quote every time I train people.
It's my favorite quoteon success of all time.
It's from Robert Ringer because I thinkit says the truth and it really speaks.
I never realized this tillyou use the terminology.
It really speaks to conscious competence.
The statement he makes is that successis a matter of understanding and
religiously practicing specific simplehabits that always lead to success.
(22:22):
One of the things that I teach leadersall the time is if you want to have
a successful organization, whatyou've got to create is you've got
to create a best practices mentality.
And what that simply means is youanalyze your sales teams, you analyze
your operational teams, and youlook at what is the right process.
But more importantly, Who does thebest job in each piece of that process?
And you take those best practices andyou combine them between your employees.
(22:46):
So you're using the wisdom of youremployees basically to create a process,
whether that's a sales process, whetherthat's an operational process that is
based on best practices so that youknow why you're doing what you're doing.
You've got a process that's definedand now you're working, and I
never even thought of the term,with conscious decision making.
Competence right now.
(23:06):
You understand why you're succeedingbecause you've actually orchestrated it.
You've, you've articulated it throughthe way you build your process.
And that's what we at Morganchampions have taught for
27 years is a sales process.
That's absolutely proven to work basedon the million plus loan officers I've
trained over the course of my career.
So I love how you've articulated thisinto these four different categories.
(23:28):
So people can start to think about,okay, where am I at in that stage?
How do I move to the next one?
And, and, and how do I getto that conscious competence
mindset that I need to be in?
Harry Wilson (23:40):
So you said something, I'm sorry, Dale, but you said
something about please go aheadand move to the next stage.
And that's important because a lot oftimes people want to go from, let's
say, unconscious incompetence, all theway to conscious competence, right?
Right.
And that's impossible.
Typically, you're going to gofrom unconscious incompetence
to, you know, learning andgoing to conscious incompetence.
And maybe you're still not there yet.
Right.
(24:00):
But like, okay, here are thebehaviors I'm really trying to build.
It might take time and depending on theindustry, this place, the environment
you're in, it may be a 90 day thing.
It might be six months.
It might take some time.
But that's okay.
You're building, right?
And then, and then you might,from there, you could get to
conscious competence, right?
You know, from there, from as long, aslong as there's conscious in front of
it, you can get to competence, right?
(24:21):
It's hard to get to competence whenit's, when it's, when you're, when
you're unconscious around it, right?
When there's not a lot of self awareness.
So I just wanted to, I just wanted toshare that because that got me, that
got my juices flowing a little bit whenyou were saying, um, About kind of how
do I move from one stage to another?
What are the tipping points fromone stage to another to get there?
Dale Vermillion (24:37):
Well, what I love about this conversation is it really goes back
to what we said at the very beginning.
It's mindset and methodology.
Okay.
You can have the right mindset, but ifyou don't have the right methodology,
you're not going to succeed.
You can have the right methodology,but you have the right mindset.
You're not going to succeed.
I see this a lot today in the mortgageindustry where I see loan officers that
they have the ability, they have theskill base to be incredibly successful.
(24:59):
Okay.
But they're so worried about the market.
They're so focused on the negativityout there that they can't come out of
their shell to do anything about it.
So they're frozen.
They, they, they get in this,this frozen mode where it's like,
well, I know what I need to do.
I need to do what I did 20 years ago togo back and build new partnerships and
referral sources and all those things.
(25:19):
But, I'm just frozen right now becauseI don't want to do that anymore.
I want it to be 2020 or 2021.
Well, it's not, and it's not going to be.
So you've got to move.
You've got to move up that scale toget to the point where you say, okay,
what do I consciously need to do to becompetent today to move in this thing?
And how do I get that mindset there?
So Harry, talk a little bit about it.
(25:40):
If you today were to give advice toeither a leader, Or a loan officer or
anybody who works within a mortgagearena today facing, you know, adversity.
Now, you said somethingreally important earlier.
You talked about, you know,garbaging garbage out.
And, and I talk about this all the time,you know, getting up and turning on the
news is the worst thing you can possiblydo for yourself each and every day.
(26:02):
You know, getting caughtup in the negativity.
That's not what you want to do.
You want, you want to fill your mindand you want to, you know, Fill your
day with as much positivity, surroundyourself with positive people,
make sure you're looking at things.
And, and I know that for me as a speaker,I'm always taking the elements of the
market and showing my lenders and showingmy clients and the people that I train,
(26:23):
what are the positive things that arehappening in the market that you can go
attack and do well with, because everybodyelse is talking about the negative.
If you were to give advice today topeople in this marketplace, dealing
with the adversity, the marketplace,what would be the one or two best
Biggest tips you would give them today.
Harry Wilson (26:39):
Um, so I'd focus on language.
That's the first thing I'll say.
And what I mean by that is notnecessarily what I'm saying to, you
know, my, if I'm a leader to my team,that's, that's kind of secondary, right?
That's going to be, that's like thenext page and that's the next chapter.
But whether your leader or individualcontributor is really, really being
maniacal, non negotiable with my language.
(27:01):
And I mentioned this early, thisidea of a negativity diet, and
I want to kind of give somebody.
Anybody who's listening that'sinterested in this, something
really specific to try and do, um,and commit themselves to, right?
Because.
I run a business around my mindset, right?
We're a mental fitness organization.
I consider myself pretty, pretty skilledat this stuff, but I'm also human.
And, and, uh, even in, you know,in negative times and things, you
(27:25):
know, personal or business, likeI get caught up in this stuff too.
And, and I, and.
And one thing I, I would, I challengepeople to do is kind of really just like
they would like with a weight watchersprogram or as they try to lose weight and
they want to calorie count and do theirmacros and all their things right there.
You know, that's, that's, that's coolbecause there's when you do that and
you do it right and you, you know,and you, uh, you know, you, you
(27:45):
track all these things, you know,hopefully you'll see a result for me.
They like just to kind of takethis analogy a little step further.
So, uh, anything the overweight,I don't know how it happened.
Right.
I mean, COVID sure.
But I was just, you know,traveling a lot in this grind.
I mean, I'd gotten to like 270 pounds,you know, and I'm six, I'm six, two.
I was a wide receiver in college.
(28:06):
So I should be, shouldn't be 270 pounds.
Right.
It could be an alignment.
Right.
Um, and I got, I just like, I hadn'tbeen on a scale in a few years.
I wasn't measuring anything.
Right.
I was just.
Going about my day and going on my lifeand doing my, and I was felt like I
was active, but I got the 270, got onthe scale, scared the crap out of me.
Went to my wife and said, Igot to lose like 60 pounds.
And I was really justthrowing a number out there.
(28:27):
But once I kind of put together aprocess, I looked up in six months
later, I had six months, I lost about55 pounds and I was, I was about to try
and wait, see what's two 15 back, right?
I'm back.
I felt like I was called Russ'slike, Hey, y'all need a receiver.
I'm ready to go.
But, um, but, but, but I did that now,because for me, when I, the, the, the,
the psychology around this process oflosing the weight I wanted to lose,
(28:50):
It really was a mindset thing, right?
It wasn't, it wasn't just justas easy as X's and O's and like,
Hey, I'm going to eat better.
Right.
Because if I, if that was thateasy, I wouldn't have gotten
to that number to begin with.
Right.
And when it came down to it,the simplicity of really,
this was, it was math, right?
It was a calorie deficitthat I was chasing.
Right.
So I put some processes in place tokind of know that day by day, week
(29:12):
by week, and giving myself some restin there and some opportunities for
cheat days to really be at a caloriedeficit week over week over week.
Right.
And it's the same thing with ourmindset and our language, right?
If we want to have language thatworks for us, we have to consume the
right things and put ourselves inthe right environment to do that.
And so we admitted to be ata negativity deficit, right?
(29:34):
And again, it doesn't mean I don't eatthe foods I like necessarily, right?
In that analogy, or, or, you know,go and, and, uh, go with, go to
nice, have some nice wine withmy wife or whatever it might be.
It just means that.
the I know that these things that aren'tgreat for me, I will have an impact on me.
And I said to be aware of when,you know, when, you know, how, who,
what, when, where, why and whatthe, how does that impact my calorie
(29:56):
deficit that I was looking for inthis case, my negativity deficit.
So we mentioned it earlierabout going to negativity diet.
One of the things that works against usthe most is Uh, this, this guy, right?
This little phone here, by theway, with my family on there.
Um, but as much as this is a greattool, and so are the social, the TikTok
and my Twitter, my Instagram on here.
They also can work against me.
(30:17):
And so, but also that little, thatlittle green, that little green with the
white cloud, that's that text message.
Right?
So I have some, you know, I havepeople in my life that I text the most.
My, my, most of my co founders,my brother, my sister, uh,
you know, my mother, my wife.
And let's say DJ Heidson, forexample, who's a co founder
of Limitless Minds with us.
We talk every day at Knowledge, likewe're just constantly talking over text.
(30:37):
And if I'm honest with myself, I goin my text message with DJ, as much
as like we're positive people, there'sa lot of negativity in here, right?
Because we're always tryingto challenge with the, you
know, today's kind of effort.
And I challenge people all thetime to say, hey, go, go pick.
And I'm gonna ask everyaudience member to do this.
Go, go pick the person that youtalk to the most over text message.
Because the reason I'm sayingtext message is because basically
(30:58):
your negativity is journaled inthis text message thread, right?
Yeah, exactly.
And go find the personyou talk to the most.
Again, it could be a mother, it couldbe a father, it could be a spouse, it
could be a best friend, a co founder,a co worker, and just pick a baseline.
Let's say the last two weeks, right?
And you can pick the baseline.
It could be longer, it could be shorter.
Take the last two weeks and justtake a, take a, you know, take a pad
like this and just jot, just tallyoff how many, how many, how many
(31:22):
negative things that you put out there.
Right.
Include, include the, andinclude the emojis, Dale.
Right.
Include the emojis in there too.
And just nobody's judging, nobody'slooking over your shoulder.
Right, right.
Just, it might be, itmight be 50 things, right?
No, no judgment.
Right.
It might be 50 things.
Cool.
Right.
Great.
No, no problem.
But again, this goes tothe confidence, right.
(31:42):
What I want you to do over the nexttwo weeks, or whatever that baseline
that you set was, right, is just becognizant, before you push send on
that text message to that friend,that, that, that spouse, that mother,
whoever it is, just pull back, reset,and reframe, if you can, right?
If you can, reframe thatnegativity into something more
neutral, fact based, truth based.
(32:03):
solution oriented, right?
And just, and just reframe it.
Don't tell this person, you'redoing all this work, right?
Just, just, just work on that.
Just be aware, just check yourself.
Right.
And then, and then send the text off.
Right.
And then after two weeks, I want youto go back and do that same count.
Identify how many, how manynegative things you put out there.
And I'm not going to ask youto eliminate and go from 50 to
zero, just go from 50 to 25.
(32:24):
Right.
Just cut, cut that number.
Yeah.
And then, and then onceyou see that improvement.
Great, right.
Atta boy, atta girl, good stuff, andthen do it again the next two weeks
and try to cut it in half again.
So now you're going from 50 to13 things, and then maybe do it
another time and now it's six.
And all of a sudden you're reallyactually activating and applying
this concept called neutral thinking.
(32:45):
And if nothing else, what you're doing isyou're being significantly less negative.
And what's going to happen is as aforce multiplier, that individual that
you're, that you're, that you've chosenis going to be less negative as well.
Right.
And if they're that important in yourlife, that you're, that they're the
person that you communicate with themost, um, both of your lives are going
to be optimized during that period oftime, uh, which is, which is fantastic.
(33:05):
Right.
And so, so that's, that's, that'ssomething I would challenge people to do.
And actually, Dale, one of the thingsthat we're doing with Limitless Minds
is, We're building a, we're continuingto build a platform digitally, um,
through technology, where we can helppeople do this, uh, more automated
through AI and so on and so forth.
So that's a, that's another storyfor another day, but, but, um, but
that's what we're, we're, we'rerealizing the power in our language.
(33:28):
And if we can help individuals trackthis, just like they would track
the calorie count, uh, the stepsthey take in a day, right with our
wearables and so on and so forth.
We can give people power right with thatlevel of data to support when they're most
optimal and how the language impacts that.
So that's one thing that I would do.
And that's what that's what we're doingwith teams now, whether it be through
an approach like that or other waysto journal and keep track and be more
(33:48):
consciously competent around our language.
So that's something I want toshare that I can do right now.
Dale Vermillion (33:54):
You know, there was so many drop the mic moments and
what you just said there just so manynuggets of wisdom that were just golden
and it's interesting because peopledon't talk enough about the language
we use in the words we say and peopleforget I mentioned this to leaders
And to salespeople that are tryingto cross the country is whatever's
(34:15):
coming out of your mouth, that's areflection of what you're thinking.
And, and if you're, if you're speakingnegative, not only is it impacting
every thought process you have, buteverybody that's around you, you
know, I, I use the example of throwinga rock in the middle of a pond.
Okay.
If you throw a rock in the middle ofa pond, it creates a ripple effect.
And that ripple effect.
(34:36):
It doesn't just go a little bit.
It goes all the way to all shores.
It affects everything aroundthat pond that happens.
And it goes back to thinkingabout when we speak, how we're
impacting the people around us.
So now they then become negativeand it becomes this double
edged sword where we're just innegativities feeding negativity.
(34:57):
And pretty soon before we know it,we're not performing anywhere near
the level that we could becausewe consumed by it very quickly.
So.
Right.
I love that example you gave.
I love that, that, that exercise that yougave the audience of really look at, start
with somebody that you trust and you know,and, and the people that you probably
wouldn't even normally be thinking you'retalking negative to and identify there
(35:17):
where your negativity at and then applythat to all your other parts of life.
Think about your emails.
You know, there's a gazillionemails in the business world.
Oh my gosh, if you can startcleaning those emails up and doing
the same kind of principle, onceyou've done it on the text message.
It can have a life changing effectand a career changing effect for
both you and the people around you,
Harry Wilson (35:34):
right?
It's not limited just to text, you know,I think that's just one kind of medium
that people are a lot to your point emailCertainly, it's hard to track the things
that we literally say out loud That'ssomething that we're working on from a
technology perspective behind the scenesbut That, that is, that is one way.
And I think the other piece to thisthat's critical is the opportunity.
We can't go at this stuff alone, right?
(35:55):
Like whether it be life in general, right?
The big, you know, like, you know, as weseek joy and happiness and, and, you know,
fulfillment, all these different things.
And we can't go at this life alone, right?
And we can't, we shouldn't go atthese little things alone too.
Like our language, you know, a lot oftimes it's the people around us that
can give us the best feedback around.
How we're impacting themthrough our language, right?
You know, my wife is the one who'slistening to me all the time.
(36:15):
I think, I think she's listening.
But she's the one that'saround me a lot, for example.
So like she, you know, who's betterthan her and some other people in
life to tell me like, Hey, you know, Iknow that you've been working towards,
you know, trying to be less negative.
You know, I noticed over the lastweek, you know, that you were,
that you've been speaking this way.
Right.
Just a heads up, right?
You know, whatever it might be, butthat accountability partner, it's
like the, it's like the speedometerread, um, down this road that I'm,
(36:38):
you know, that's right in frontof my house called evergreen road.
They got a couple of differentlittle plants of that, you know,
that, that, that's what I'm going toread that makes you think that the
cops are around the corner, right?
That tells you in a 25, you're going38, you're going 40, you're going 42.
And what do you do whenyou see that, right?
You slow down, you tap the brakes, right?
Same thing with our language.
If we can have an accountabilitypartner, um, around us, right.
(36:58):
That can help you kind of tap thebrakes when you're going negative.
There's a lot of there's a lot of uh,there's certainly a lot of uh, It's a
competitive advantage is what it is.
So yeah, that's what it's about.
Dale Vermillion (37:10):
Yeah, there's There you know, it reminds me of a verse that
I love out of book of ephesians says donot let any unwholesome talk come out of
your mouth But only what is helpful tobuild others up according to their needs
That it may benefit those who listen andI love that I love that verse because it
talks about how what we say You shouldbe encouraging to people around us.
(37:34):
It should benefit them.
And when we speak, everybody withinearshots hearing what we're saying.
So for in leadership, if we're in sales,we're influencing people dramatically
by what comes out of our mouth.
And it's really important to understand.
I love the fact that you guys are teachingthat to people in such specific ways
to help them understand how to be morethoughtful about their language and the
(37:56):
importance of how that affects your mind.
And your, your attitude, positive,negative, neutral, whichever one it
is, it's going to have an impact.
No question about it.
It's great stuff.
Harry Wilson (38:05):
That's right.
I love that.
Dale Vermillion (38:06):
All right.
So let me, let me share the lastquestion I wanted to ask you.
Um, you mentioned Trevor Moadearlier, who was the co founder
of Limitless Minds with you.
And I know Trevor has had massive,massive impact on your whole team.
Uh, DJ and everybody that I've talked toyou internally with your team, uh, have,
have mentioned Trevor multiple times.
(38:28):
Um, Just for a minute, if youwould share a little bit about
the impact his mentorship has had.
We talk about always at the endof our show, mentorship and the
importance of mentorship andwhy we need mentors in our life.
Can you share a little bit aboutmaybe the mentorship that Trevor
had with you and the importance andthe impact that had on your life?
Harry Wilson (38:47):
Sure.
I mean, and, and, and just to again,clarify for listeners, I mean, Trev, um,
you know, in 2019, he was diagnosed withsome cancer, um, that he fought valiantly
for, uh, about a two year period.
Um, you know, of course, COVIDhit right, you know, a few
months after that diagnosis.
And I think he was more scared about thepandemic, uh, you know, and its impact on
(39:07):
him, um, more so than the cancer itself.
And he'd fought and he grinded andhe did his thing and he was kind of
quiet about it and didn't want a lot ofpeople to know and, and, um, And, um,
and it took him in, in September, 2021,uh, and, uh, and what's interesting,
it's almost like a, a great musician.
Like, it's almost like some, you know,sometimes the music has more of an
impact when they're gone, you know,
Dale Vermillion (39:29):
and they're selling
Harry Wilson (39:29):
more music than they did before and all these different things.
And, and, uh, Trevor hasa similar type of impact.
I feel like, right.
Because once he, when he passedaway, the amount of individuals,
uh, many names that folks listen tothis, this podcast would know, right.
Um, some of the best and brightestathletes, uh, across a ton of
different sports from football,basketball, baseball, tennis.
(39:51):
Uh, et cetera, track, um, cameout of the woodworks on like the
impact and really specific impactthat he had on them for, for me.
Um, you know, Trevor was oneof the best speakers that I'd
ever heard, which was great.
You know, I mean, I've seen alot of great speakers from Simon
Sinek to, uh, Angela Duckworth.
And, you know, um, you know, I've seenAdam Grant, all these different people.
I mean, there's so manygreat speakers out there.
(40:13):
He was one of the best becauseof, because of his authenticity.
Right.
And, um, You know, hegrew up in this space.
His dad was a guy named Bob Mowat,who was kind of one of the founders of
like this self esteem space that waskind of started in like the seventies.
Um, you know, chicken soup for the soul.
I don't know if they, they'll, you'reprobably familiar with chicken soup.
Absolutely.
We'll love that book.
So Bob Mowat was one of the originalcontributors for chicken soup for the
(40:34):
soul, Trevor grew up around the dinnertable talking about this stuff, right.
And, and, um, and, uh, and hewould take his career into it, but
I mean, you know, um, his impactis, is, uh, Multiple exponential.
Um, and, you know, as he's gone now,we really begin to, like, realize the
(40:54):
legacies that he's left behind andreally gives us as co founders with
which have like an opportunity to allowhis legacy to carry on, um, great and
didn't think and change the way thatpeople think, um, that then we believe
would change the way that people believe.
Uh, talk to themselves and to othersand then ultimately change behaviors
that we are required for us to kindof win and then ultimately then we'll
(41:15):
worry about results and outcomes.
Right?
And so, um, so, I mean, I, Ithink he's a pioneer in the space.
Um, you know, it's a shame that hewas, he's gone so early in his mid
forties, um, because, you know, um, Ithink we're all missing out on, on, uh,
On really a genius, um, in this area.
Um, and, uh, but you know, heleaves, he leaves us behind.
(41:35):
Um, we're going to continue to carryon his legacy and, uh, impact people.
But that's, that's the cool thing is thatTrevor didn't really want recognition.
Um, you know, I mean, I think certainlyhe wanted to be relevant like many of
us do, but really he just wanted to makean impact, um, authentically, you know.
You really just want to make an impact.
Um, and he would, he would do it quietly.
He would do it realquietly behind the scenes.
You know, he was kind oflike the wizard of Oz, right?
(41:55):
You never really knew what he, right.
And now, you know, but, um, soyeah, I mean, he's a special guy.
Uh, you know, we have the fire in ourbelly to, to continue to take this
organization where we want to go is,um, is even, you know, burns even,
even brighter, burns even stronger now.
So.
So yeah, Mira, it's aresponsibility for us to do that.
Dale Vermillion (42:16):
I wish I'd had the honor to meet him.
It's it just sounds like just anamazing guy from everything I've heard.
And it reminds us again that, youknow, every one of us are leaving
a legacy, positive or negative.
We all do.
Every interaction we have in every daywith people, that's part of our legacy.
So I want to remind all the listenersthat, you know, mentorship is important.
(42:37):
You need mentors around you.
That makes a major difference.
And remember that the way thatyou're working with other people
and the way you're influencing otherpeople, and the way you're talking
to other people, and the way you'retreating other people is important.
is establishing your legacy.
I think sometimes we think legacy is aword for later in life, but we don't know
we're going to make it later in life.
We never know what day is our final day.
We want to set our legacy everyday as we work through it.
(43:00):
Well, Harry, this has been just, I haveloved every minute of this interview.
I so appreciate your humility andyour heart and your wisdom today.
Share with the audience how theycould utilize limitless minds, where,
where they would go to, to purchase,you know, uh, things from you guys.
We, we, I obviously, I fully endorse whatyou guys do and just a raving fan and
(43:23):
looking forward to working with you more.
Um, could you share with them,uh, how they would go about that?
Harry Wilson (43:28):
Yeah, I mean, a lot of, a lot of folks know us as like
a, a B2B type of platform, right?
Where we work with companies andorganizations, you know, um, you know,
if you're a, if you lead a sales team.
If you lead a team of salestrainers, sales development folks,
if you are responsible for thoseindividuals, you may be a C.
O.
O.
C.
E.
O.
An organization.
If you're if bottom line and impactis important to you right at your
(43:49):
organization, whether you make it,whether you make the decisions or not.
Um, reach out to us.
Um, because we, we can helpyour team build a framework
around adversity tolerance.
Like you mentioned, it's not just, uh,it's the mindset and methodology, right?
It's if you, a mindset, a mindsetstrategy is just as important
as a business strategy, right?
Equally important on, they haveto kind of, they have to rather
(44:11):
be able to run in parallel.
And so we, we can help organizations.
Um, you know, we're, we're, uh, withthat, we're really our performance
solution through mindset training.
Um, we tend to really, um, enter,enter into organizations through
sales teams, both, both individuals,contributors, and, and, and leaders.
So that's us.
Um, you can reach outto us at limitlessminds.
com.
Um, hell, you can email medirectly at harryatlimitlessminds.
(44:34):
com.
And I will respond.
Um, and then as a consumer, ifyou're just one person out there
saying, I want, I want some of this,I want some of this action, right?
I want some of this.
Uh, we actually have an app thatyou can download, um, androids and
um, and iOS called club limitless.
Um, and, and club limitless, uh, is,is, uh, is kind of like a Peloton
for mental fitness, if you will.
Right?
So very cool.
(44:55):
You get access to coaches, some of thebest and brightest literally on the globe.
Um, and, um, and you get on demandand live access to these coaches.
You can jump into the mind gym andwork on your mind, uh, and condition
your mind and be more mentally fit.
So check that out.
Um, it's a subscription, youknow, per month, you know, a few
dollars per month per person.
So, so check that out.
(45:15):
Um, you can find us on social media.
We're all over LinkedIn,uh, Limitless Minds.
You can find us on, uh, on, onInstagram and Twitter and so on
and so forth at Limitless Minds.
So.
So come check us out.
Um, and, um, yeah, you know, butyou can reach out to me directly,
of course, and come find us.
But, uh, we're excited about the future.
And, um, and like I said, youknow, check out Trevor's books.
(45:36):
Uh, it takes what ittakes is the first one.
Um, you don't have to read themin order necessarily, but if you
want to, it takes what it takes.
The second one is getting to neutral.
Both of them are really applicable.
The second book, they'll, um, kind ofunveils this, this, this, uh, it really
unveils, honestly, kind of what Trevorwas going through individually, right.
As kind of one of the mindsetgurus, uh, across the world.
(45:57):
Um, he too, uh, being humanis going through it, right.
And, and how he was applyingthis to his every day.
Um, and going and battling cancer.
Um, and it really makesit real in my opinion.
So check those out.
You can do audio book or, or, youknow, they got them in the hardback
so forth, but we'll check thoseout for those that are interested.
You can also, if you're also interestedin Trev and just in general, you know,
you can find them on YouTube and there'sa lot of interviews, not a lot of
(46:18):
interviews and podcasts, so you can kindof get some interesting kind of framework
from him and, and, um, and whatnot.
So, but I, I, we're just reallygrateful that, uh, to partner
with you guys and to be on, be ontoday with you, we appreciate it.
Dale Vermillion (46:31):
It's been an absolute delight, a blessing
to me and a true honor.
And for those of you listening,I know a lot of you are
executives that I work with.
Um, feel free to contact me too,if you want to, and I'll be glad
to connect you with these guys.
Um, they're, they're a class act andthey're doing some incredible work to
help organizations around the world.
So, uh, Harry, thank you.
(46:52):
Uh, blessings to you.
Appreciate you looking so much forwardto getting to know you more over the
years and hopefully Uh, senior down inLouisville where, where I've got kids
down there, we're going to have to hookup for hookup for lunch or dinner when
Harry Wilson (47:05):
I'm down there next time, for sure.
Let's do it.
Let's get a, maybe a little bourbon anda hot brown down here, you know, um, but
you know, Dale, one thing, one last thingI want to say to your audience, right.
Because you, the folks that arelistening, if they're listening
to this, you know, folks thatare, Folks are listening to this.
They are, I'm sure, I'm certain they'reseeking a competitive edge, right?
Both professionally and personally, right?
(47:26):
Um, just like I am, right?
You know, just a constantquest for knowledge.
That's why one would engage in, uh, in,in content like this because they're
just seeking continued knowledge.
I don't care if you're 22, 42, 62,anywhere in between and around.
Like we're all going to 102 seekingthat, um, competitive advantage.
And but a lot of the folks onhere are really successful, right?
(47:47):
A lot of folks that are listening tothis, they've had, they've felt, they
know they can, they can smell success.
I, and I wanna encourage thosethat are even in the middle of kind
of a successful, you know, careeror, you know, success around them.
Is that one thing that Trevor wouldsay, and I, that I always say, and,
and, and because of it is, um, youdon't have to be sick to get better.
(48:08):
You don't have to be sick to get better.
Don't wait for the challenge to arriveto, to, to be prepared to train for it.
Right.
It's all in preparation.
Right.
And so the reason why mindset's importantis not because it's easy, it's easy
when, when they miss the success,it's easy when the numbers are right.
It's easy when the rate, when, whenthe, when the rates are low, right.
You know, if you will, right.
It's, it's really what really is going toshow up in your character and who you are
(48:30):
and your tech is when the chips are down.
Right?
Um, and we don't knowwhen that's coming, right?
But adversity, adversity is not, adversityis not an if thing, it's a when, and
it's just a matter of how big it is,it's micro macro, you know, it could
be just bad traffic on the way to a bigmeeting, it could be something like, like
an illness anywhere in between, right?
So we don't know when it's coming.
So let's be prepared for it.
(48:50):
You don't have to be sick to get better.
Um, and, and, you know, that's kindof like a growth mindset thing.
But the reality is that I'm not,you know, I ask people all the time,
like, Hey, you know, You know, doyou want to reach your potential?
Everybody says, Yeah, Iwant to reach my potential.
And I say, why I mean that?
Because that's it's atrick question, right?
Because certainly we wantto reach our potential.
But really, what I want to do isI want my potential to increase.
(49:14):
I want to move my potential.
I wanted my potential to grow.
And then what I want to do, what I reallywant to do is close the gap between my
potential and what I actualize, right?
And I want to keep closing thatgap while my potential rises.
I want to I want to close the gap onwhat I'm actual, what I'm actually doing,
what I'm actually able to accomplish.
Thank you very much.
And, and what's going to be requiredof that is this mentality around, I
don't have to be sick to get better.
(49:35):
I can be on a constant quest for now.
Um, I can ask the questions.
I can, I can reinventmyself along the way.
Um, so that's the challenge I wantedto, wanted to leave for folks, right?
Um, whether it be around their languageor the people around them and, you know,
how, how much news they're consuming.
All these are things we talked about.
It's just about being, being on a constantquest for knowledge and realizing you
don't have to be sick to get better.
(49:55):
So, you
Dale Vermillion (49:57):
know, that, that is a great way to end the show.
Uh, you know, I've toldpeople this many times.
My wife, Laurel and I have hadmarriage counseling our whole life and
people say, is there something wrong?
Well, sometimes, but no, not really.
We're just going because wewant to stay together forever.
And 31 years later, it's still working.
So, you know, it's constantly wantingto improve, even if you, things are
(50:18):
going well, you want to keep yourselfat that level and keep getting better.
And I love how you articulated that.
By just closing thatgap every single time.
So Harry, thank you again.
Great to have you.
God bless you, my friend.
Love what you're doing.
Uh, and, and I hope that, uh, Iget to see you again real soon.
Harry Wilson (50:38):
Likewise, brother.
Thank you.
Thanks for the opportunity.
Batting a thousand is a production of
Dale Vermillion (50:47):
mortgage champions.
A company that's been transformingthe people who transform companies
since 1995 have a suggested topicor guest contact my team on Twitter.
That's at Dale Vermilion or tweetus using the hashtag batting 1000.
That's hashtag batting 1000.
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