Mar 22, 2021
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
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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.
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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 Lisa.Godwin@mail.com. 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
growingforward@paulcasey.org 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.