67. Growing Forward Podcast featuring Lisa Godwin

Tri-Cities Influencer Podcast with Paul Casey

Paul Casey: Too many priorities means you have no priorities, because then you're making everything a priority. Speaker 2: Raising the water level of leadership in the Tri-Cities of Eastern Washington, it is the Tri-Cities Influencer Podcast. Welcome to the TCI podcast, where local leadership and self-leadership expert Paul Casey interviews local CEOs, entrepreneurs, and non-profit executives to hear how they lead themselves and their teams, so we can all benefit from their wisdom and experience. Here's your host, Paul Casey of Growing Forward Services, coaching and equipping individuals and teams to spark breakthrough success. Paul Casey: It's a great day to grow forward. Thanks for joining me for today's episode with Lisa Godwin. Lisa is the Women and Children's Shelter director of the Tri-City Union Gospel Mission, and author and speaker. And I asked her what a fun fact about her was, and she started riffing on Hallmark Christmas movies. Lisa, tell us more. Lisa Godwin: Yes, so I absolutely love Christmas, and so I love that time of year, but I also love watching Hallmark Christmas movies. So, I have t-shirts that say, "This is my Hallmark Christmas movie watching t-shirt." Paul Casey: No. Lisa Godwin: I also have socks that I wear, yes I do. And ultimately, someday, I would like to be in a Hallmark Christmas movie in the background. I don't want to be up in the front, but I want to be an extra, where I can sip coffee, or do some ice skating, or something fun like that. Paul Casey: Bucket list item. Lisa Godwin: Yes. Paul Casey: Lisa, don't you know that they're all the same plot, every single one of them? Lisa Godwin: But they're so happy, every one of them is happy. Paul Casey: There's going to be a communication problem, and there's going to be a snowfall, and they get back together. Okay, all right, we got a good laugh before we came on the air. All right, we'll dive in after checking with our Tri-City influencer sponsor. Speaker 4: It's easy to delay answering uncomfortable questions like, "What happens to my assets and my loved ones when I die?" So it's no surprise that nearly 50% of Americans don't have a will, and even fewer have an estate plan. Many disabled clients worry that they don't have enough assets to set up an estate plan. But there are important options available to ensure that you have a voice in your medical and financial decision-making, even if your health takes a turn for the worst. Estate planning gives you a voice when your health deteriorates, or after you're gone. Maren Miller Bam, attorney at law, is currently providing free consultations. To find out more about estate planning, or to book an appointment, call Marin at [phone], or visit Salus, that's S-A-L-U-S-law.com today. Paul Casey: Thank you for your support of leadership development in the Tri-Cities. So Lisa, we got to meet each other like 10 years ago, you were a development director in an organization that I used to be in, and we connected there, and I felt like kindred spirit there. It's like, we get to talk leadership, and we both had a passion to make an influence on the world. We've all gone to different jobs since then, two or three of them>. Lisa Godwin: Yes, yes. Paul Casey: And reconnected, and just so excited for what you're doing over there at the Union Gospel Mission, so thanks for being here today. Lisa Godwin: Thank you. Paul Casey: Tell our Tri-City influencers a little bit of your career highlights that led you to your current position. Lisa Godwin: Yes, so there have been a lot of career highlights, but I have to say that it's actually the low lights that brought me to my position right now at the Union Gospel Mission. So I work with women who are down and out, who are at sometimes the worst time in their life, and so as much as I'm so very thankful for the position as executive director, I was Leadership Tri-Cities also WSU Woman of Distinction, and a couple other things. And those were awesome, and I was so excited about that, but it was the low times in my life that taught me the lessons that I can take with me to lead the shelter, not just lead my staff, but lead the women who they themselves can become leaders once they are out of their trauma and difficulty. Paul Casey: So why do you love what you do? Lisa Godwin: I love what I do because every day I get to encourage, empower, disciple, mentor, teach, come alongside of women who do not know their worth or value yet, and I get to help them see that. I get to help them see the diamond in the rough. I get to help them see their strengths, not their weaknesses. Their weaknesses are usually what they're focused on, and it actually ends up becoming their identity. And I get to teach them that that is not their identity, that they can grow their strengths, and we get to help them find their strengths. Paul Casey: What a fantastic mission that you get to be a part of. So along your journey you made different career moves, you said some lowlights probably led to some of those. How did you decide when to make a move, maybe from one of those organizations to another, from one position to another? Lisa Godwin: Yeah, so I have to be honest, I have a relationship with the Lord, and so the main thing is prayer. I spend a lot of time in prayer and meditation and reading, and that guides and a lot of what I do. Also, situations that may come up within that position that I am in helps me evaluate if I'm best used in that position, or if maybe it's time to move on and let someone else take over from where I've brought it to. So I think there's a lot of parts and pieces that go in from moving to different positions, but ultimately, I just want to be used in an organization where I can serve them. And once that's not happening anymore, then maybe it's time for me to move on. Paul Casey: So Lisa, staying in one’s strength zone at work can multiply your influence. So how do you add the most value at the Union Gospel Mission? Lisa Godwin: Absolutely, so I believe that due to my life experiences, and the things that God has allowed me to go through, I realized that transparency is critical to coming alongside of the women at the shelter, to coming alongside of my staff, that it provides trust, and they trust, whether it's staff or the women at the shelter, they're going to trust me if I'm transparent with them. And so they're going to share with me, they're not going to hide things from me, and that's where there's growth, because now I can come alongside of them and they trust me, and I can help them, and assist them, teach them, mentor them, and encourage. Paul Casey: Transparency is so huge. I think I've said once on the podcast, Patrick Lencioni wrote a book called Getting Naked, which has nothing to do with nudity, by the way, it has all to do with transparency and vulnerability and leadership and how that builds trust, and just lowers those barriers. He said it was his least sold book, and probably because of the title, it's a little too catchy. But yeah, I totally agree with you on that. In fact, you are now a published author, you wrote a book, and really the whole core value of the book is around transparency, isn't it? Lisa Godwin: It absolutely is. It basically is struggles that I have gone through, that I have lived through, have come out on the other end, and I can basically come alongside another woman through the words in my book to encourage them. It was written specifically to a woman who is hurting, whether that's a woman in a shelter, or anyone else, but someone who's going through a really hard time and needs to have answers to the pain that she's going through, this book will provide some of those answers. I'm extremely transparent, you're going to see the struggles that I've gone through, the personal struggles, and some people say it's pretty raw. But I'm okay with that because it's proven already to be extremely successful and has brought women out of certain pain elements that they've been going through in their life. Paul Casey: Wow. I remember, I was sitting in Barracuda Coffee with you several years ago and you're like, "I want to write a book." You did it. Lisa Godwin: Yes. Paul Casey: You wrote the book, years later. And Tri-City Influencer listeners, many of you have a book in you, and it takes a lot of discipline to write it, but I would say, go for it, get some words on paper. And we'll just take that quick aside, how did you write the book? Did you do it in one big chunk? Did you write X number of words a day? Lisa Godwin: It was pretty cool how it all came about. Yes, I've wanted to write this for, and had in my heart for about 15 years. Had dinner with a friend about two and a half years ago and I said, "Oh, how I would love to reach more than just the woman at the shelter with a message that I've been sharing with them, and a book would do that, it would open the doors to touching more hearts and lives." And she said, "Well, why don't you just write letters, why doesn't each chapter be a letter to the women who are hurting?" And I said, "Oh my goodness, that is the answer, that is what I'm going to do." So I had the answer, I knew what I was going to do, I sat down, it took me a month to write it, which is crazy, and then found a publisher within a few months, and was off and running. Paul Casey: So exciting. Lisa Godwin: Yes. Paul Casey: So you said you were pretty raw in there, and transparent. So leaders have to be self-aware of their weaknesses, so you can be a little raw and transparent with us really quick. What's your favorite "way to sabotage yourself"? Lisa Godwin: Oh my goodness. Fear, for sure. Paul Casey: Fear. Lisa Godwin: There was no question. And whether it's fear of failure, fear of success, fear of the risk that I might need to take, fear in general. Yeah, so I've had to create some ways to deal with that fear and really to black that out. Paul Casey: False evidence appearing real, right? That's what FEAR stands for? Lisa Godwin: Yes, it is. Paul Casey: So you said you've had to come up with some ways, if someone is struggling with fear listening today, what would you say to them? Lisa Godwin: I would say fear is a liar. I would say we make things way bigger than they are, and just focus on the truth. Paul Casey: Courage. Lisa Godwin: Yes, yep. Paul Casey: Well, rarely do we achieve our highest potential by ourselves. So who keeps you accountable? Who keeps you energized to getting your professional and personal goals accomplished? Lisa Godwin: Absolutely my husband. He is my biggest fan, my biggest supporter, and I would hope that he would feel the same way about me. But he is always there to encourage, to speak the truth when I need it. I have to say my family as well, my children. But then there's an element that the women at the shelter hold me accountable. So they're really good at being able to see right through you. And so I have to be on my game, I have to be real. They're going to know if I'm not speaking the truth, and something's going on. So they hold me accountable to me being the best leader and the best mentor that I can be, and I love that. Paul Casey: Very cool. All right, let's get Scott on the line right now and ask him the same question. No, just kidding. Lisa Godwin: Exactly. Paul Casey: No, it's great to have family members be that inner circle keeping you energized and accountable. But using your people, I'll use the word using there, but using your people to be that gauge for, am I bringing my best, my authentic self? I think that's really classic. So replenishment of energy keeps a leader at the top of their game, how do you manage stress? Lisa Godwin: So other than the Hallmark Christmas movies, I enjoy camping. My husband and I have recently gotten into camping, and we have a trailer. I also like kayaking. I just enjoy that being out in the river, just the quietness, being able to just think, or not think, and just have a little exercise, it's just wonderful. So it gets me out of my element of thinking and having to process things. Paul Casey: I was reading just the other day that just being in the forest is a stress reducer and a depression buster. Isn't that amazing? There's something about the, the chemicals that the trees are exuding. Lisa Godwin: Yes. Paul Casey: That literally just being in there reduces, so we have to get more time in the forest. Lisa Godwin: Absolutely. Paul Casey: In Tri-Cities it's probably Russian olives, but I love the idea of kayaking and exercising and camping, to be out there in God's nature. Well, before we head into our next question on people development, let's shout out to our sponsor. Speaker 4: Located in The Parkway, you'll find motivation, new friends, and your new coworking space at Fuse. Whether you're a student just starting out, or a seasoned professional, come discover all the reasons to love coworking at Fuse. Come co-work at Fuse for free on Fridays in February. Enjoy free coffee or tea, Wi-Fi, printing, conference rooms, and more, and bring a friend. Fuse is where individuals and small teams come together in a thoughtfully designed, resource rich environment to get work done and grow their ideas. Comprised of professionals from varying disciplines and backgrounds, Fuse is built for hardworking, fun loving humans. Learn more about us at Fusespc.com, or stop by 723 The Parkway in Richland Washington. Paul Casey: So Lisa, people development, crucial for leadership, the people you surround yourself with. So if you could clone the ideal employee for the mission, what traits would that person have? Lisa Godwin: So when I'm looking to hire a supervisor, or a staff member, I am always looking for someone who is teachable. At the shelter it's a beast of its own. So every day is different, and every situation is different, so they need to be able to be teachable, no matter how many degrees they have behind their name. And also humility. Humility is so important. Humility to be able to accept responsibility for mistakes that you've made. I do not ever expect perfection, and I make that very clear. I expect if you've made a mistake, own it, let's own our mistakes, and then let's learn from them. And they know that about me, and I live that out. I do the same thing; I'm going to own my mistake. Also honesty. Just be honest with me. If there's a problem, tell me. If you've done something, tell me. I'd much rather have you be honest with me then me finding out a different way. Paul Casey: What would you say are some signs of not being teachable, of not being humble? I don't know if you can pick that up in an interview, maybe you can, but just when you think of, you also inherit employees, a lot of our listeners have inherited employees. What are some of those telltale signs of not being coachable, teachable, and humble? Lisa Godwin: Yeah, I really feel like it's when someone's consistently making excuses for things that they've done, there's just not an owning. When you can own your mistakes, there's humility there. When you can speak your mistakes, and not just think it but speak it, that you own it, that you are going to do something about it, there's power in that. And so if I can hear somebody acknowledge that they've made mistakes, that they've grown from it, and that they're willing to grow, to me that's an indication that they're probably humble, they're probably willing to be teachable, and there'll be a good staff member. Paul Casey: That's a good indicator in a hiring process. I was talking in our last podcast about how we have to do these scenarios in our interviews probably more often than the standard questions to listen for just that, those little ways that people, so what was the biggest mistake you've made in your last job, and how did you deal with it? Listening for the, I screwed up, but I grew from that. Lisa Godwin: Yes. Paul Casey: And what happens when a leader does own their mistake? What's the effect on the culture, the staff? Lisa Godwin: Oh, I think it's extremely healthy. I think it creates an atmosphere of, it actually promotes creativity, because people don't have fear anymore of holding back. They can be creative, they can potentially be used for their strengths, and they're not going to fear what their boss is going to say to them, or do to them. There's the transparency, when a leader is transparent that's going to trickle down to the staff and they're going to be transparent, and you're going to see success because nobody's going to be fearing making a mistake, if that makes sense. Paul Casey: That is so good. I've heard of organizations have the best mistake award to normalize mistakes. Lisa Godwin: Yes. Paul Casey: To say, you took a risk, it didn't work. Lisa Godwin: Yes. Paul Casey: We're not beating you up over it, we're actually going to give you an award because you did your best, you tried, it didn't work. There's actually one global giant that shoots off a cannon at their headquarters when someone has a learning opportunity. Lisa Godwin: Wow. Paul Casey: So as soon as everyone hears the big boom they're like, 'Somebody screwed up, and they learned from that." Lisa Godwin: Yes, that is great. Paul Casey: Well, I've had people tell me, "So Paul, I want to think more strategically in leadership, I don't think that's one of my natural gifts." What advice would you give to how to look at the big picture? You've been a leader in several organizations, how do you get that long-term impact? Lisa Godwin: So from my perspective, I really see goal setting, every year on an annual basis, as being pretty critical to the success of that organization over the next year. One, it communicates to everyone the mission that you're on for that year, so all your staff are on the same page. And then I also think having each individual staff member under the leader, they also need to have their goals set. So everybody knows what's going on, everybody knows the direction that they're going in, and their effort can all be in that direction, versus having questions and not knowing, and then nobody does anything because there's no goals. Lisa Godwin: So goal setting on an annual basis, I think is critical. Also evaluating, I think it's really important to evaluate your policies and your procedures on a yearly basis as well. Things change, I know they do at the organization I'm at right now, and things change from year to year. We've got COVID, the pandemic, we've got all of these things happening in our world that are changing on a daily basis, and we have to adapt to those changes. And so on a yearly basis, just looking at those policies, looking at those procedures, making tweaks, making changes so that you can more effectively serve, or do whatever your mission is. Paul Casey: So good, evaluate your policies and procedures. I would even say job descriptions could be added to that. Lisa Godwin: Yes, and best practices. Paul Casey: Best practices, yeah. Because things creep in from the side, and one day you wake up and you're like, "I'm not doing anything that's in this document that says what I'm supposed to be doing." Lisa Godwin: Yes, exactly Paul Casey: How do you do that annual goal setting process? Do you have a process that you work through? Lisa Godwin: As director I am part of, obviously, all of the directors at the shelter. Paul Casey: Yep. Lisa Godwin: So yes, every January we go through the process of looking at five different categories. So as director of the shelter I would look at my volunteers, what are my goals for the year for volunteers? What are my goals for donations and potential donors? What are my goals for my staff, in terms of training? What are my personal goals in terms of growth opportunities, trainings that I want to go to? And then anything else, any other category that may serve your business or organization. So we really put it into different categories, and then have maybe three to four or five goals in each category that are attainable, goals that at the end of the year, we can look back and see that we've accomplished this, and it's moved the organization forward in a long-term way. Paul Casey: Yeah, listeners, you may want to rewind that for those categories, especially if you're in nonprofit leadership, because those are great. And for any business that you're in, put them in categories that helps you think through how to improve in that one area, make them attainable. I would also add, make them a stretch too, right? Lisa Godwin: Sure, sure. Paul Casey: So that they can't just be done, I was reading in a book yesterday that says, "Don't pick goals that can be done just by business as usual." Lisa Godwin: That's good, yep. Paul Casey: Because sometimes we shoot small, and we're just like, "Oh, okay, I'm going to write this goal down because I know we're going to achieve it. Lisa Godwin: Yes. Paul Casey: Just by the normal way of doing things, but instead stretch a little bit, challenge yourself. Still attainable, but it's going to take some work because real change does require a real work. Lisa Godwin: Yes, and risk. So thanks for the counseling on the fear. Paul Casey: Yes. So yeah, so goals are one of the ways to bring the vision down onto the tarmac, as I like to say, that the day to day, so how else can leaders, what are small acts of leadership that if they're done daily, make a positive difference in the lives of the teams and the constituents? Lisa Godwin: So good communication I think is pretty critical as well on a day-to-day basis. If I'm communicating as a leader to my staff, what that individual is doing correct, or what they are missing, I can align them on a daily basis, or a weekly basis, whatever that looks like, depending on how large your organization is, but I can keep up on that. Versus waiting until the yearly meeting and having to throw a ton of information on them that they can't really go back and fix, but that I can fix along the way. Lisa Godwin: And so good communication with them on what they're doing right and wrong, but then also communication about what's happening with the organization, so they are keyed into what they need to be doing as well. And they need to be communicating with me as well, so it goes both ways. I do a one-to-one with my staff, with all of my staff, we meet twice a month one-to-one. The first meeting I hold the agenda, and we go through the items that I want to go through. The second one I allow them to. So I'm training them as well in their leadership potential by having them come to the meeting and communicate with me. So I'm trying to train them, also, to do the same thing. Paul Casey: Wow, that really freshens up the one-to-one process. I know some of our listeners really know that they should do one to ones with their people, and there might be a little bit of a hesitation because it's like, "I don't know what should go on that agenda," so I really liked that of the one, one of them is your agenda, one is theirs. I also heard of leader's doing half and half of an hour, where half of it is [inaudible 00:24:51] . What kinds of questions do you ask, what else is on that agenda when you're leading the one to one? Lisa Godwin: Well I first ask, do you have any questions of me? Is there anything going on that you need to know from me? I like to give them praise. I will always give them praise, and then we'll work through any of the issues that I see that I might need to tone up a little bit. But the questions I might be asking them may surround any issues that have gone on over the last couple weeks, any questions they might have about policies and procedures, and yeah, just good communication, letting them know what's going on. Paul Casey: Yeah, that real-time feedback is so important, as opposed to the annual performance review. Lisa Godwin: Yes. Paul Casey: Which of course is great as well. I'm trying to work with companies to move them to quarterly reviews so it is doing exactly what you say, giving more real-time feedback so you can align, and so you can praise. Lisa Godwin: Yes. Paul Casey: Both of those are so critical. Well, if one of our TCI listeners asked you what two to three books, besides yours, of course, that they must read in order to grow their leadership skills, where would you point them? Lisa Godwin: So I have to say, I would point them to the Bible. Truly though, you are going to find so many leadership styles, how they handle things, insecurities, how they handle their insecurities. You really do get a good view of different leaders within the Bible. Also, I really do like the leadership challenge, that's been really helpful, and there's a newer one that's focused towards women, per se, but I really like it, and it could be practical for anybody, and it's Get Out of Your Head by Jenny Allen. A lot of times we live in our head and we need to get those thoughts out, and as leaders, getting them on paper and then communicating them effectively is important. Paul Casey: Yeah, Leadership Challenge, a classic, our local leadership Tri-Cities program. By the way, what class were you? Which best class ever where you? Lisa Godwin: I was class 20, thank you. Paul Casey: Well, second best class ever. Okay. Lisa Godwin: Yes. Paul Casey: But yes, the Leadership Challenge is sort of the textbook for that, five principles, or practices of leadership, in their model the way, inspire a shared vision, challenge the process, enable others to act, and the heart one, encourage the heart. Lisa Godwin: Yes. Paul Casey: Yes, nailed those, so that is a classic that I would definitely say is in my top five leadership reads ever. Lisa Godwin: Yes. Paul Casey: And the name of your book is, we didn't say that earlier. Lisa Godwin: That's okay, it's Dear _____, There's Hope on the Other Side. Paul Casey: Okay, awesome. Lisa Godwin: Thank you. Paul Casey: All right finally, what advice would you give to new leaders, or anyone who wants to keep growing and gaining more influence? Lisa Godwin: The biggest thing that I've learned is not to think that I've arrived, not to think that I know everything, be willing to learn, be willing to grow and understand that there's other people that may know more about a certain topic than you do, based on their life experience or things that they've been educated on. And so when you put up walls to listening, or to only be speaking and not listening, you're really shooting yourself in the foot because you're not able to grow. And so I would encourage you, and this is, again, something else from the Bible, "Be quick to listen and slow to speak," and that in and of itself is super powerful as a leader, because when you're listening, you're going to learn so much that can grow you. Paul Casey: Two ears, one mouth. Lisa Godwin: Yes. Paul Casey: It's probably for a reason. Lisa Godwin: Exactly. Paul Casey: And really what you're describing is having a beginner's mentality. Lisa Godwin: Yes. Paul Casey: By going into situations not as a know it all, it's sort of like when your teenager goes, "Yeah, yeah, yeah, mom." Lisa Godwin: Exactly, yes. Paul Casey: And you're just like, "Yeah, that means you don't really get it." Lisa Godwin: Yeah. Paul Casey: But as leaders, always going in with that beginner's mindset is really rich for the curiosity of learning something new, in a situation. Lisa Godwin: Yeah. And then surrounding yourself. When you do have weaknesses, surround yourself with people who have their strength as your weakness, and so you can play into each other's strengths and weaknesses. Paul Casey: That is so good, whether that's your friendships, mentors, coaches, colleagues, when you're hiring, that all plays into balancing yourself out. Lisa Godwin: Yes. Paul Casey: Well, Lisa, how can our listeners best connect with you? Lisa Godwin: Absolutely. So they can connect with me via email, and my personal email is [e-mail]. And eventually I will have a website up, I'm starting a nonprofit called Endless Hope, and my website will be EndlessHopelg.com. So check that out, and yeah, let me know if you have any questions. Paul Casey: Very inspirational. Well, thanks again for all you do to make the Tri-Cities a great place and keep leading well. Lisa Godwin: Thank you. Paul Casey: Let me wrap up our podcast today with a leadership resource to recommend. Got certified last year to present the DISC behavioral assessment, DISC stands for dominant, influential, steadiness, and correctness, and you are a blend of all four of those, but you usually default back to one or two of those. So for $60 each, I can get you the link for that to take the DISC survey, would love to debrief it with you, debrief it with your leadership team, or do a retreat for your entire organization or team so that you can gain the most about how you're wired, and how to pick out these qualities in your customers and in your team so that you can custom communicate to them that is most honorable. So hit me up for the DISC behavioral assessment, and we'll help you with your self-awareness. Paul Casey: Again, this is Paul Casey, I want to thank my guests, Lisa Godwin from the Tri-Cities Union Gospel Mission for being here today on the Tri-Cities Influencer Podcast. We want to thank our TCI sponsor and invite you to support them. We appreciate you making this possible so we can collaborate to help inspire leaders in our community. Finally, one more leadership tidbit for the road to help you make a difference in your circle of influence, Bobby Unser, a race car driver said, "Success is where preparation and opportunity meet." Until next time, KGF, keep going forward. Speaker 2: Thank you to our listeners for tuning in to today's show. Paul Casey is on a mission to add value to leaders by providing practical tools and strategies that reduce stress in their lives and on their teams, so that they can enjoy life and leadership and experience their key desired results. If you'd like more help from Paul in your leadership development, connect with him at [e-mail] for a consultation that can help you move past your current challenges and create a strategy for growing your life, or your team forward. Speaker 2: Paul would also like to help you restore your sanity to your crazy schedule and getting your priorities done every day by offering you his free Control My Calendar Checklist, go to ww.takebackmycalendar.com for that productivity tool, or open a text message 50 72000 and type the word growing. Paul Casey: Tri-Cities Influencer Podcast was recorded at Fuse SPC by Bill Wagner of Safe Strategies.