So for me, the methodology I use now and it's the biggest lesson I've learned there, because it's continued to work is kind of think about yourself at the center of a ring. And think about a star going up, you've got two sides, you've got an arrow going down. And that's your service wheel, I serve down first take care of my team, first, take care of the folks that I lead, and I own their charter first. Okay, their cups are full, come back up to that circle. Now, serve left now
serve, right. Those are your peers, make sure they're filled up, make sure they're developed, make sure they don't need help. And then serve up take care of your management, take care of your leadership satisfy the charters that they've given you, when you satisfied those four corners. Okay, great. Now check in on yourself. Now go self satisfy your career. Now go do self serving things. What you'll find is serve down serve left, right, serve up, you'll be just
fine. And you won't have to come back and check on yourself. Because you'll surround yourself with people that are doing the same and it has a continuing effect, down left right up. And then you don't ever have to check on yourself. You don't have to do self sovereign work, others will see it and do it for you. And that's that's a lesson I picked up at ranger school that I'm really proud about but take care of others first, you'll rarely have to come back and check in on yourself.
This is The MINDSHIFT Podcast where we share real stories, real strategies that will help you find real success. This is the place to hear from people just like you who have taken their ideas, goals and dreams from a point of inspiration to realization or when life knock them down from a point of breakdown to breakthrough. I'm your host Darrell Evans. Let's get started with today's episode.
As you're about to experience Dallas Henry is a high energy executive coach and junior tech executive with 14 years of army experience. He currently serves as an executive officer in the Army Reserves at Google now for the last five years Dallas has thrived off of rapid growth and the constants of change. He's also the founder of Henry engagements and executive coaching firm, where he teaches his open heart leadership model which focuses
on Inside Out growth. Now during our talk today, I want you to pay attention to his baseball diamond framework for balancing his leadership responsibilities. His philosophy on making growth easy, and a very unique process he calls the put it in the box process that helps his clients find breakthroughs. Dallas, what's going on? Welcome to The MINDSHIFT Podcast. How you doing, sir?
Doing great, Darrell. Thanks so much for the time to excited to be here.
I'm really excited to Where are you calling in from?
I am in beautiful Austin, Texas. The heat is just starting to break. We're enjoying the beautiful cool air right now. So no complaints.
I love it. Man. We're here in Vegas. So I can concur with you on the heat breaking. I mean mornings in the 50s now, and highs in the 80s, maybe low 90s. So it's good for us here. So love that. Listen, I'm excited to have you on the show, man, a lot of interesting background stuff. Let's give you a quick minute to intro yourself to our audience. Tell everybody a little bit about yourself.
Awesome. Thanks so much. Yes, I'm Dallas Henry, really happy to be here. So a couple irons in the fire as professionals first big pieces, I began my professional career as an active duty Army officer. And so when you think active duty Armor Officer, everything from Ranger School training, airborne Air Assault deployments to Afghanistan, and all those pieces of the experiences I had was able to bring that now into
the civilian sector. So I'm a technical program lead at Google really, really enjoyed that work, have a great team able to work and influence great projects continue to serve in the Army Reserves. So that's the once a weekend, a month and then two weeks in the summer. I'm the executive officer for about a 220 person organization. So that means I'm second in command of a large instructor group where we place instructors at all the different universities have a blast doing that that's a lot of
fun. I'm also the founder and lead content creator for Henry engagements we're off and running and been going about nine months now really have a lot of fun, dive in deep with some growing organizations or do personalized one on one coaching lead off sites really have a blast doing all of that. And then we'll with the beginning of my day energy, I started my beautiful daughter Evelyn and chase her all around the house and have a wonderful Wife Asher
we've been married 11 years. So enjoying all the things that come along with being in charge of a household that's really in charge because of the three year olds out there. So it's a lot of fun.
That's amazing man, I can tell from your energy right now that you have a good handle on balancing your obligations. I really want to unpack that a little bit. So you've got the executive coaching side, you're at Google leading a team there and you've got a team in the reserve of 280 plus where your second command there. Let's start with where do you find the energy to get all this done? How do you unpack all three responsibilities in 124 hour day or seven day week, let's say?
A lot of vitamins, a lot of coffee, a nap when I can find it. Yeah, I think you know, it's gonna go back to the best mentorship I had and still get a lot of coaching and mentorship from my friends and my family on this. Colonel Chad Sundome now retired when he was placing me in command I left Afghanistan And early to go take our what we call the rear detachment. So think about wounded soldiers are fallen soldiers on their family, and also sending soldiers forward to
continue the battle. And he told me as you sent me home is like, Hey, you're gonna have more to do than you've ever done. He's like, you can live hectically or you can spin your plates, and you need to manage your plates, and manage your basis. And what he showed me was, hey, spin this plate, okay, it's good. Now go to this plate, and I go to this plate. And so what I've done is I've internalized that, and I kind of think about life as a
baseball time. But then I've got home base, and home base is Evelyn and Asher. And we're not gonna mess anything up. If anything out of the field messes up home base, stop doing that yesterday. And then primary base is what gives you your main stream of revenue, or gives you your main stream of spiritual living or gives you your main stream of life balance. Second base is another passion area to fill the cup. Third base is really what you need to explore
creative space. So for me, Home Base is the family first basis, Google second base of the Army, those are both really tight, I'm going to do those for a long time. And then third base is where I really pour all of my creative energy in really, really serve other people to the maximum. And candidly, I might tune down one of the bases if another one surges, but always taking care of home base. You know, you try to do your best to do batch work, right? Don't do five minutes work on this and 10
minutes work on that. Let's get the batch processing, block the calendar, have prep time, give yourself some time on the edges. And then honestly, listen to my mentors, listen to my friends, my family about, Hey, how did you do this? When you had three things going? Or how did you transition when you were a general officer in the army, my uncle's a great coach for me on that have haters surge times in certain careers, there's times to focus on the family, there's times to reposition priorities.
And I think that's what it's like. It's a constant assessment. And then the last thing on it, it truly is just communicate. I used to be terrible at this for how much I like to talk. I'm not great at talking with my wife Asher all the time about hey, here's what this month looks like. What do you need? Where do you want to be? Hey, can I go do this? Hey, we're gonna be here doing that. Ah, it's birthday month. We all have our birthdays in September. We're not doing anything in
September besides birthdays. And so I think it's communicating. It's saying things out loud. And then it's checking in with stakeholders, your commander, your clients, your bosses at work. Hey, am I giving you enough? Am I filling up your cups as it may be? So it's, it's a constant check in process? I'll say that.
Man. Wow, I love the baseball analogy. You could have never known that I grew up playing baseball is one of my favorite sports. I play baseball in football. So the diamond analogy Yes, was absolutely solid. I love the way you unpack that a lot of people go through life and they can't handle one thing. But when you put things in, like you said, in perspective, the spinning of the plates the way your commanding officer gave you that's a really
simple analogy. Like you can't go on to the second plate until the first one is spinning in rotation on its own. Right. It doesn't mean don't have to attend to it. I love the analogy. Man. That was a great way to get this started. I want to jump into your army career for a second. I've heard the term Army Ranger. But what is the Ranger and what do they do?
Yeah, happy to talk about all of it. I use a lot of self deprecating humor. So why did I go in the Army is because my mom and dad told me if you go in the army, you'll never have to grow up. And that's very true in a lot of ways. But in the series sense of it. I come from a rich military tradition family. I'm really really proud about that. My dad served my uncle served, got general officers on both sides of the family. My granddad, you know, did a lot of wonderful
things in Vietnam. He's written about in several books and just to carry that tradition forward. To be very candid. I think it was guidance and stewardship from family and spiritually. It was never that conscious of a decision. It was just the natural progression for me in life. I grew up in a military town. Yeah, Leavenworth, Kansas.
So all of my best friends and closest friends growing up, were there at the military base, went through Reserve Officer Training Corps at Kansas University and then transitioned to active duty from there. And the Army is a great thing because you get on a conveyor belt and you can't get off and sometimes it hurts and growth can be painful being first job out the chute you have 42 young soldiers and they report to you. You want to talk
about trial by fire. My first job was leading a platoon of soldiers that just came back from Iraq. Here I am Sybil nosed kid ran cross country and tracking college. It was on a scholarship life wasn't that bad. I show up. And these folks just got back from the show. They were there for 12 months. They're like who are you? Why are we gonna listen to you? How do you earn that respect? How do you create that connection life move forward in the military?
And then I was at a decision point like okay, do I want to commit to the craft of a professional Combat Arms officer. And when you do some of those things, you can select selective and normative training schools like airborne like air assault, and like Ranger School. Ranger School is there's lots of videos you can check it out. It's it's about as much fun as you think it is. But I was able to qualify through Ranger School and then what you do is you establish yourself as a
qualified Ranger. Then there are certain roles in the army that are for Ranger qualified officers. And then if you would like you can select yourself to go be one of the Ranger Battalion officers. And there's another selection process. I did not do that. I maintain my Ranger status, whether it's physical fitness tests or jump qualifications you have to do out of an airplane and parachuting in so you can be a ranger and serve in the regular army or you can be Ranger and then be in the Ranger
battalions. And there's three of those across The US they're part of the special operations forces inside the United States Army. So yeah, lots of funny stories. Lots of great stories we'll get into maybe later about ranger school. But I was really proud to do that. I'm a third generation Ranger. My granddad was my dad was I am my uncle was, it's a qualification that once you do they never take it away. Like you don't have to, like go back and take a test like your PMP every three years.
Are you still using this? PMP Darryl, I read your mind you're gonna pull it out of my cold hands. Like it's mine.
Yeah, no, that's awesome. It first of all, thank you for your service. Thank you for your family service as well. Your leadership and tradition of, commitment in that arena is solid as a rock. And so I just want to you know, I don't have a hat on but tip my hat to you and your family and and again, the legacy of tradition. And that career. I love the quote on your website where it says, you know, one of the things under Henry engagements is making growth
easy. And you talked about the treadmill effect sort of it being hard in the army, so to speak. Can you compare and contrast the experience that you had of that? Just what you said about it, being on the treadmill and being hard to the desire now of helping growth become easy?
Yeah, a couple thoughts here is one of my claims is that everyone craves discipline, but few people will seek it out. And one of the most proud things I have is I started my career in the military where, candidly, you can't get out of it, you're there, you raise your right hand, you've sworn an oath. And the the military is a great crucible for growth and oftentimes the most developmental situations you have to actively put yourselves in. And so what do I mean when I
say make growth easy? Sometimes we'll spend too many shekels will spend too much emotional energy making every situation right and no, I have to succeed at this roller, I know I have to have a good relationship with my manager, Darrell, we can actually decide, Alright, hey, do I want to put my head down, I'm going to go get this Master's of Science from dadadada da University, this next 12 months is going to be a
challenge. The activation to deliberate movement towards growth is far easier than the I'm going to make it happen right here, give it to me, Darrow pull it from others, I kind of use it as tongue in cheek growth is easy when you do it on your terms. And you actually say I I'm gonna go for this run, it's going to be rough. But I'm actively going to go do this. And then fitness
becomes easy. Why? Because you're owning it, you're not waiting to fitness to come to you, and you're not walking around the house and ankle weights. And so it's taken an active role in that growth. And candidly, it's growing in the way that is easiest for you, hey, I'm not a mathematician. I struggle with written words, there's just some education issues in my background, that I'm not great at public speaking, auditory processing, visual process, yo, I'm really
good. So I do a lot of my learning in that space, I do a lot of my success in that space. That's where I serve. So when I talk about making growth easy, I mean, there, what are you good at? What are you really good at? Okay, great. Let's go make you an all timer at that, hey, I'm not sure if you can write code. Now, it's probably not the time to start. Let's not try and be great at writing code. If that's not a wheelhouse skill you have in your mid career, let's go with what you're best at. And
let's make you great. Let's get you proficient at everything else. That's how growth becomes easy.
I love love what you just said, Right? People sometimes hear the thing that you should double down on your weaknesses. Like you've got to spend time making what you're weak at better. And what I think I heard you say what I agree with is you should be doubling and tripling down on your strengths. And everything else, leave it aside because someone else's unique ability is what your weak at. Oh my gosh.
If I can just want to unpack that a little more and put a little science behind it. I took a psycho analysis IQ test when I was fresh into Google. And it was your IQ across 13 spectrums. In my IQ. My highest IQ was x my lowest IQ is why and the spread between those was about 20 points. And what you found was is oh, I'm actually like a 117 IQ at auditory memory and reading. That's pretty good. I mean, the average IQ at Harvard is 118. But I have other
IQ areas that are far higher. So you feel and I'm using weird i don't like using this word, but you'll feel dumb. While I'm trying to read a 13 page, you know, project document, gosh, I slog through it because I'm being at 118 IQ and it's hard. Now if you were to read that to me, or recite it thing, bang, bang, bang, I'm rolling it up in high end IQ. And it's easier. It feels good. It's energy giving.
So even though you may not truly be bad by industry or social standards, it's something if it's the worst thing that you do, it's the hardest thing for you to do. And you want to keep yourself energy doing the things that are easiest for you. It's truly an academic science nature of how your brain works. Yeah, do what's easy, it will take far less energy and you'll have a higher yield.
And not only that, you're going to be far more fulfilled.
Oh, yes.
My goodness, it is so true. You know, you've used so many great analogies and metaphors, right? No one wants to be drugged to the gym, because of a bad medical report. Right is better if they just decide to do it. They know it's gonna be hard, but they decide to do it such good insights. You know, for someone listening to this right now, and I know I'm in this place where I hear this great energy. I'm listening to the acumen and I can tell that your path of travel has come
with discipline. Like you said, we don't want it but we crave it. We need it but we don't go chasing it. Hey, sign up for a discipline class. But I can tell from you handling these three careers, you've had a tremendous amount of discipline, where do you think it originated?
really, really blessed with the household I was raised in. I'm one of four siblings. And so you had to speak up if you wanted that second share of mashed potatoes at dinner, and just great parents. And I think I really do sign in in believing that it takes a village I'm really lucky to have grown up around great family and great leaders, and
just candidly being loved. And then as I think about, you know, that discipline or where it may be, is I asked myself and I've really done this since I was, I remember doing this as early as my mid 20s. You know, the Hey, things are pretty good. Right now. I've got a good career. I'm topping my class. I'm highly evaluated in the army. Okay, I'm really happy of the things that 20 year old me did. I'm reaping the benefits of the conditions that 20 year old Dallas set. So
now here, I'm 37. And I think often things are good. I'm not bad, like Life's good. I'm very happy. What do I want to do? What do I need to be doing now to make 45 year old me just as happy and I was uncomfortable. Okay, don't screw 45 year old you 60 year old you like continue to invest? Because you are where you are do because 25 year old youth 30 year olds, you, you talked about navigating through the transition of 2008 bankruptcy, you did things in 2009 that you are reaping the
benefit for now. So I talked a lot about service sort of yourself, your future self and stay committed to a path of growth, whether it's a new language or new certification, or new degree or a stretch rule or whatever that may be. Take those risks now future you will reap those benefits because past you did those things. So you have that opportunity. Now, don't betray your former self by not taking care of your future self.
I love it. You probably run across in your coaching work, people that are stuck on things that have happened in the past, you just reference, right, the 25 year old you, you know, my 2008 me, but what do you talk to people that you're coaching about the past that is still haunting them, they're still dwelling in it, they're still sitting in the seat of it. And it is holding them back from the future they actually desire.
I will be honest and say this is the toughest area that I work with and work in. I work with a lot of veterans transitioning veterans from active service to civilian service or through retirement. And there might be something that pulls them back. I'm okay to say I still struggle with Hey, should I've gotten off of active duty? Darrell, I wasn't kind of good at the army. I'm
very good at it. And I wonder, did I shortchange others in the service that I could provide them by leaving too early to now take this self serving route? I struggled with those things a lot. I think you know, the biggest thing that I share with people we do this exercise that we lead is you know, we just call put it in the box, right? Share it out loud if you'd like to tell me about that thing for you. Darrell, tell me about what it was that's holding you back
to him. But the thing that is giving you the imposter syndrome or giving you the gosh, if that one thing didn't happen, I would never be here. I'd be out on the street. Put that in the box, talk about it, leave it and set it aside. If we need to go get the box bring the box out of its that day to talk about the box. I actually have one client to bruise the box to meet him like oh, we were talking about that. A second MBA you had to get right Oh, cuz you didn't ask the
person we're talking to me. It's a joke. Actually. Yeah, I'm still so mad about. Cool. We don't box goes away. Right? It's okay. Make it okay to talk about make it okay, that, hey, I'm okay to say his name. We tell stories. We're good friends. We talked this morning. I'm at Google because Curt light decided to be there. I'm continuing to serve as the executive officer because Colonel Hansen decided Dallas, you will be the executive officer for the 414. S ROTC battalion. It's a few decisions
of a few key people. So I tried to serve them through my good work. I try to serve them through the impact I can have down the road that I I don't just wonder, well, what if Colonel Hansen said no, I, if you live there too long. You're denying the people that have helped you along the way. And you're shortchanging the commitment they've made in you. So we do the put it in the bucket exercise. And I don't mean to belittle it. They're
very real things. And I'm okay if the box comes out every day, but something about it being physical and tangible. I'm going to actively go get that. Who put that back in the closet today, because it's not today for the box compensation.
I love the put it in the box. I've used a similar but not similar, because sometimes we put in the box. I like to have people write things down in a session and write it down physically, like you and I talked about. And once we get through it, we burn it. We burn the paper, there's just an energy transference of saying, Okay, I'm done with it. Right? I love that great way of getting someone to just unpack that item was gonna actually ask you about your transition to Google coming
out of the military. What drew you to Google? You said a moment ago, someone gave you the role at Google. But what drew you to Google? Was it someone who recruited you there or had you always had an interest in the company?
Like most things, right? You're in a conversation with a friend that introduces you to a friend. True story. My brother in law's are with another platoon leader. That's a very junior rank in the military. He's like, hey, my buddy, Evan truck. He's a Google you want the intro? And I'm like, sure. I meet with Evan. He and I were both Rangers. We had good background. He's like, Hey, if you want to refer I'll put you in. So it started with that I put in an application and
never heard back. Yeah. Okay. You shoot a million shots. The vulnerable and the honest answer is I applied to places named Starbucks and Amazon and Google I was leaving the US Army like, I don't know if there's a bigger brand out there like it was, I needed to do something important. And I'll say this shamefully. And honestly, I needed to do something to validate me leaving this great career I had in the army. And I didn't think running the local
hardware store. Not that there's anything wrong with that, of course. But for me at that time, I needed this big thing to justify my ego and what I thought my former leaders were thinking about me. And then the phone picked up I got super lucky, I was actually doing my Amazon or my Google interviews in tandem. And yeah, he goes through the process. It's long, it's a gauntlet I think I did seven interviews had a blast
doing it. But for me, it was landing in a space where I could reach the financial freedom I wanted for my family and I to be able to start up Henry engagements. But also, it was a little bit egotistical. It was a little bit selfish, but it was a little bit of, I feel like I need to live up to this thing I've had so many people do so much for me, I need to do something big and showed them that their input in their efforts were valid. And I still do that. I just do it in a different way now.
Gotcha. What's one of the biggest lessons you've learned from your time at Google?
Yeah, we talk a lot about you know, service and service to others in in any private sector, it can become a bit, you'll hear terms like a rat race, or a dog eat dog, maybe I used to run away from my service minded mentality. And I used to just only okay, how do I take care of my boss? Okay, how do I make sure that my work is looking good. And that got me kind of where I wanted after six or seven months, and then I just abandoned it, because it wasn't
natural for me. And I didn't like the way I felt when I went to sleep. So for me, the methodology I use now, and it's the biggest lesson I've learned there, because it's continued to work is kind of think about yourself at the center of a ring. And think about a star going up, you've got two sides, you've got an arrow going down. And that's your service wheel, I serve down first to take care of my team. First take care of the folks that I lead, and I own
their charter first. Okay, their cups are full, come back up to that circle. Now, serve left now serve right those of your peers, make sure they're filled up, making sure they're developed, make sure they don't need help. And then serve up take care of your management, take care of your leadership satisfy the charters that they've given you, when you satisfied those four corners, okay, great. Now check in on yourself. Now go self satisfy your career. Now go do
self serving things. What you'll find is serve down, serve left, right, serve up, you'll be just fine. And you won't have to come back and check on yourself. Because you'll surround yourself with people that are doing the same and it has a continuing effect, down, left right up. And then you don't ever have to check on yourself. You don't have to do self sovereign work, others will see it and do it for
you. And that's that's a lesson I picked up at ranger school that I'm really proud about, but take care of others first, you'll rarely have to come back and check in on yourself.
Very interesting. You know, I'm really curious. So you use you said army's the best brand in the world to go to Google, which is arguably one of the best brands in the world. What is similar about both of those companies and what is different,
you know, you get yelled at a lot more in the army. Use a lot more colorful name cracking, I'm kidding. similarities. Also two sides aside, I was shocked. I'll get a little tactical and then we'll slide back out and get back up on the meta level. When you're in the army urinate ecosystem, you have your own doctors, you have your own gyms, you have your own physician's assistant, you have your own pharmacy, you have your own training equipment, you have your own, like you're in like a military
base. People live there, you have your grocery stores, you have your restaurants, you have your cafeterias all of its there. And then I went to the civilian sector. And on private campuses like Google and Apple and Facebook, they're all the same. You have doctors clinics there that you have your own
chapel. But all these high successful companies want they want you to come be a citizen of the Army, we want you to come be a citizen of Google barrel, and we don't ever want you to leave fija will Clodia will make sure you got your medicals, it's a that's been the biggest similarity. There's also a similarity of a prestige or a brand that can really cause a lot of imposter syndrome I've seen on both sides of the aisle is I'm here, I've got to earn this. I'm here I've got to live
up to this time here. I should carry myself a certain way there is very much a customs and courtesies to the military. There's also a very much a production and resolution giving side in the private sector as well. It's also very common I've seen on both certainly the differences you could list out and just see you i Well, they don't carry guns at Google. And we aren't deployable by Congress
and some of those things. But it's interesting everything down from Hey, we focus on readiness a lot in the army, Hey, how's your physical Hey, how's your dental health? Hey, what's your physical fitness? We care about those in the army? You still have those in the private sector, I still take security training, I still take private practice training, I still take ethics training. So it's really been fun for me to see. No, it's actually not that different. not that different.
That's very interesting. I love the way you broke that down that the army, you know, you're pretty much a citizen of the army. They've got everything all encompassing you do go to a campus like a Google, although I haven't been there. You can hear it and you hear the stories and I've got a couple friends that are there. Yeah, that's very interesting. I never thought of it that way and the similarity so it almost in a way felt similar, like a similar
environment. And I get what you were talking about earlier, which is not just from an ego standpoint, but like I've got to have Have a credible place to land that gives me the same feeling that I've been accustomed to, and that you lead it because I think it's your leadership style that could draw you to a company like that, where if you gone to a smaller company, you wouldn't have been asked for as much of what you were available to give. Right. And so I think that's a very
intentional choice. It was a very distinctive decision. I really liked the way you put that. I gotta ask what knocks you off your game, because you just seem like, you're just, I'd want to suit up with you. If we had to go do some battle. You know, we've known each other for all of 48 minutes, and I would suit up with you, man, you've got a character and a charisma and an energy. But what knocks Dallas off his game sometimes,
two answers, harder answer to give, because it's not always flowering smiles. The first one is if things aren't right, and I'm not being a good father, and I'm not being a good husband, and a good son and a good brother, I'm running a little bit of empty and that will and has caught up to me before. So that's the first piece is in the military use the term household six. In the army, every position has a numeric value. So you can say it
on the radio quick. And the commander is the six they're the commander that six. So we've got household six is your spouse, like his household six is happy, then I'm happy. And then the and this is a little bit heartbreaking and hard to talk about man. If I don't trust and I don't love my leadership, and I'm not fully bought in, my morale gets low, pretty quick level of effort starts to drop. I have to trust that when I am exhausted, tired, maybe not at my best, I've worked too hard.
I've given too much, Darrell, I have to believe that you will take care of me when I can't take care of myself anymore. And if I don't have that in my leaders, I really struggle, I will pour everything in my cup out to everyone around me, I need you to feel my cup. And if I don't believe that you will, I start to hold back. And I don't serve as well. And I started to be preventive in the guidance I give or the love that I'll share that servitude that I'll
showcase. Right, a lot of what we talk about it hindering engagement is the Open Heart leadership model. It's a very vulnerable task. It's a very, very vulnerable past we're asked to do in public and it's almost like striking a nerve. What Not to me off is when I start to see a lack of trust. I honestly don't care what product area we're working on. I actually don't care what mission we're doing this quarter in the Army Reserve, sir. Will you go to bat
for me? If I wear myself out and I go too hard in the paint for the team? Will you pick me up? Will you love me? Will you care for me? I will spend all of my emotional energy, all of it. I need you. I need you to grow me I need you to be there for me. When that goes away. I just get scared. And I kind of clean him up. And I'm not varsity. I'm not my top level.
I love it man. Man, this is so powerful. If I go hard down the pain, I just need you to pick me up right? Just I just need to know you there. Yeah, I love it. I love it. Listen, your ideal client is listening to the show right now. If they're listening to the show, and they're appearing your energy, what's going on in their world that would just scream out to you that you could step in and give them some guidance and
get them through it. You know, we talked about on the show the journey from inspiration to realization and from break down to break through. And I have found that coaching and executive leadership, like what you do really comes in an appointment, someone's feeling a little broken, they're feeling a little down just like what you just said, like if I go hard, and I'm serving all out, I just need to know that I've got someone who's got my back, right, I will empty my cup.
Right, I will empty it. So if someone's listening right now and they're stuck, what are they stuck with? That is a really good segue for connecting with you so that you could have a discussion and really bring them through that. Yeah, thanks for the question,
the opportunity to talk about it. It's kind of two spaces, we'll start with the team and they will go to the individual. If you find yourself at mid level leadership or executive leadership, and you're looking at your team and you're like, they don't trust me. They're not bought in. I'm not connecting, I'm not communicating. A lot of what we work on is how to establish true
connection, right? And that's through your vulnerability, your authenticity, your relatability go through our seven step model in open heart leadership in a party discipline, love. Some things are really hard to say like, Hey, Darrell, that sucked. Today was a bad day, that was a bad presentation. You're not on point, we're gonna lose this investor. And it's okay to say that because people are sometimes thinking that they
already know it. But here's what makes it great to say, be there tomorrow, and put your arm around, Darrell, Okay, we're good, right? That was just a little feedback in Flint, I still love you. I'm not going anywhere, I'm not abandoning you. So if you're with a team, and they're not fully actualized, they're not bought into the business. They're not bought into where you're leading
them. Our coaching services and working one on one together helps you unlock that best version of yourself for them. And we talk a lot about servitude. We talk a lot about unlocking your teams by committing to them and establishing that connection. So that's one is really unlocking teams and empowering them to own
the business for you. The second part is individuals that are struggling with is now the time to make a career change or hey, why am I not breaking through and there's a lot of young Silicon Valley, you know, tech startup individuals I work with and sometimes it's just listening. And sometimes it's like, hey, reminding people you're not entitled to anything, and we're all replaceable. Go earn your value, earn your
reputation every day. And if you want something, voice it, it put the onus back on your leadership today. Hey, Darrell, I'd like to promote within two years, am I on track for that. And then if Darrell doesn't take care of you the way you think, then go find where you are, your value is met and matched by those leaders. That's something we talk a lot about. Sometimes it's okay to be unsettled. unsettled is an okay
place to be. But I talk a lot about unlocking and knocking off the chains of imposter syndrome, and evaluating yourself only on what you're doing nine to five at the office, or how a certain manager responds to you or how a certain project lands. So if you're an individual, and you find yourself not feeling fully validated, or not feeling fully unlocked at work, that's what we spend a lot of time doing as
well, right. And sometimes it's through keynote, speaking or running corporate events, but a lot of it's just one on one coaching and getting on a journey in writing together.
That's awesome. Where can our listeners find you connect with you hear more than me? First of all, I got to commend you for your energy. You know, your three different bases from using the diamond analogy plus your home life, committed to all of that whole process.
And I just love it your energy, you're a unique individual, I pick up your energy I'm sure everybody listening to this has picked up Dallas's energy today, there's a lot of work behind the scenes that gets you to a point where you have this energy and this focus. And this dedication is commitment starts with your family life, your upbringing, you know, coaching and mentorship that you've had along the way. And now you're giving
it back. And what I can tell is, is powerful way of you've received it and digest is an evolution of who you are as a being. It's just super exciting to talk with you, man. Where can people find you?
Try to keep it real easy, LinkedIn, super easy, right? You'll find me over there. And then henryengagements.com is where you'll find some of our services or our testimonies of folks we've worked with or off sites we've ran, you can just use the Reach Out button there, just shoot a DM over on LinkedIn. And we're right back. atcha. But yeah, right now we're meeting with folks. And you know, the deal, you sit down, and
sometimes it's a fit. And sometimes it's not good thing is I've got a decent sized Rolodex, I say, hey, well, I may not be a great fit. Let me introduce you to these two folks. Because you really do it's a strong relationship and a bond you need to have. And so yeah, happy to sit down happy to have the one on one engagements and sip of coffee virtually, or meet live if we're kind of in the same area, but henryengagements.com, or over on LinkedIn as well as super easy.
We'll link that up. For those of you listening in the show notes. Get a hold of Dallas and Dallas, your energy is powerful. That makes this last question I just can't wait to hear what you say about this. If today happen to be your last day here on this beautiful planet, what would you want to be remembered for?
Yeah, I thought it was maybe the question you're asking is what you're going to do. And it would be hang up all of these devices, grab my wife and daughter and go for a run in our favorite place. You know, I think I just want people to have been better. I want people to have seen something in themselves they didn't see before because we interacted together, whether it's my friends or my family or my team, I just want to make things
better for them. Because I think I'm far luckier and in a far better position than I ever deserve. And I just want to do for them what people did for me, and I want to make their space a little bit better, whether that's socially, whether that's professionally or whether that's emotionally that that's who I want to be to people and that's where I work really, really hard to do.
Dallas Henry, man, thank you for being on the mindset podcast continue this journey of leadership and success and commitment. I honor you my friend. Thank you for being here.
Thanks, Darrell. Thanks for the time.
Hey, my friend. Thanks again for listening to today's episode of The MINDSHIFT Podcast. Listen, let's not have the conversation in here connect with me on social @MrDarrellEvans. Until next week, remember you're just one shift away from the breakthrough you're looking for.