Networking and Mentoring: How it can help?

"Networking" is dismissed by some as a rather sinister, modern concept that involves mercilessly exploiting your personal contacts to push yourself forward. The reality is that networking is neither new, nor sinister.

For many people, networking is a way of being. These are often the 'people people' who join the dots quickly between what knowledge their group needs and who they know that either has this knowledge or knows how to find it. For other people, it is a skill that needs to be learnt. Others, knowing networking is 'not their thing', can get on with other important tasks and leave the networking to those who find it easy.

At its best, networking is a mutual process involving an exchange of ideas, information, experience, support and help. It is about meeting and interacting with people who can be of help to you and who you can help in return.

You already have a vast number of people, or "contacts", in your network - your spouse or partner, parents, children and other relatives, employers, employees or fellow travelers in the mental health consumer movement, friends and people you have met socially, and people who know you through your activities with the local kindergarten, school, book club, tree planting group, service club and so on.

You already use your networks - when you ask a former helpful worker to provide a reference for a job, for example, or when you ask a friend the best way to approach their boss for a donation for your group, or when you ask a colleague to offer their advice on a project in which they have particular expertise.

Your networks include anyone you know, or have met, and even your contacts' contacts. More formal networks also exist in the form of professional bodies, women's groups, support groups, special purpose clubs, and so on.

A range of networks have also begun to emerge on the internet in the form of chat rooms or more formalised groupings. These networks can give you access to useful contacts in other states or even other countries, contacts that can be of use to people joining Committees of Management in rural areas (where networks may be limited) or for those whose committee's brief is in a field with limited local scope.

You can use your networks for a range of purposes in relation to your consumer advocacy, for example:

• Finding out about upcoming positions that may be suitable for group members, the reason for the vacancy and what skills are required.
  
  
• Finding out about the reputation of non-government agencies you are thinking of telling other group members about.
  
  
• Getting access to resources in the area or sector in which your group is operating - local libraries, the community house, country women's association or facilities of sporting organisations.
  
  
• Opening doors to people of influence (local councillors, politicians, community leaders, etc.) who may be of use in helping your group gain a venue, or increasing the standing or prominence of your group, or in getting things done.
  
  
• Finding a mentor, or someone you can be a mentor to.
  
  
• Circulating information about your group and what it is trying to achieve.
  
  
• Gleaning ideas about ways to solve a particular problem.
  
  
• Obtaining different perspectives on issues affecting your group.

It is important for a community group or small not-for-profit organisation to develop an understanding of the sorts of areas where different staff members, volunteers and Committee of Management members have networking contacts.

The very nature of networking means that people's networks are often personal and not organisational and the contact needs to be based on the personal history of the two individuals involved.

Notwithstanding this, your group could benefit from creating a grid similar to the one below.

Networking Map

Name	Area of Interest
Jill C	International law and consumer organisations International consumer politics Consumers involved with UN Psychiatric disability politics
Mohamed N	Cultural issues in mental health consumer politics Committee of management of the local public health centre Good contacts in the local Islamic community
Tony S	Public housing Self-advocacy Internet consumer sites Legal contacts
Robyn K	Teachers at the Neighbourhood House People with mental illness in prison Personality disorders Issues for women with mental health problems
Susan F	Consumer representative for mental health on local council working group Representation of mental illness in the media Union politics - Australian Services Union rep. TAFE teacher
Jenny P	Mothers with a mental illness group Walking and exercise group The 2nd National Mental Health Strategy

By referring to this grid, staff, Committee of Management members and volunteers know in an instant who to approach to see if they have networks in an area of importance to the inquirer.

It is also a good exercise because the broad scope helps people realise that they do have networks even if they have not utilised them in the past.

Some people will share interests and have totally different contacts. This is great. However, it is important to see a broad picture and not to create a situation where people feel inadequate because they are not as networked into the sector as others.

What is mentoring?

Mentoring is the process whereby a more knowledgeable or experienced person acts as a role model, guide or helper to a less experienced person to help them carry out their role more effectively.

Mentoring relationship can occur naturally or informally - between parents and children, for example, or teachers and students, or senior and junior colleagues, or even between friends.

The benefits of such arrangements have become so well recognised that many organisations have set up formal or structured mentoring programs. Such programs often involve "matching" participants for a relationship that is defined by formal expectations, such as regularly scheduled meetings.

There may be a formal mentoring system in place on your Committee of Management or Board. If not, you should be on the look-out for a person or people who can serve in this capacity.

Mentoring has a long history in the professional bodies in mental health. In the discipline of psychology it is compulsory and it is called supervision and in psychiatry it describes the relationship the consultant psychiatrist has with her or his registrar. We can all learn from more experienced people.

How can I benefit from mentoring?

A good mentoring relationship will bring about a range of positive results for you, your group, organisation, Committee of Management, and even your mentor.

For new Committee of Management members, for instance, or those requiring a bit of a boost, a mentor can:

• Help you to identify and develop your strengths and aptitudes and minimise your weaknesses;
  
  
• Reduce any feelings you might have of isolation or of being overwhelmed;
  
  
• Provide support in difficult times and praise and encouragement when things are going well;
  
  
• Guide you in articulating your goals and making plans to achieve them;
  
  
• Offer advice when you are considering various options for action;
  
  
• Introduce you to other Committee of Management and others associated with or important to the Committee you are serving on;
  
  
• Brief you about the standards and behaviour expected of Committee of Management members;
  
  
• Act as a sounding board for ideas you may want to test before revealing them at a full meeting;
  
  
• Explain the Committee dynamics and how the different Committee of Management members interact;
  
  
• Provide background information about complicated or long-standing issues the Committee has to deal with; and
  
  
• Give feedback on how you are performing in your role.

What should I look for in a mentor?

Not just anyone can act as a mentor. The defining feature of a mentoring relationship is the existence of a more experienced and knowledgeable party.

Some people fulfill this role instinctively and they can be a boon to those taking up a new or different role within your consumer group. If such a person does not emerge immediately, it is a good idea to start making some inquiries about people who might serve this purpose.

You can look for mentors within the group you are considering joining - but be aware that you can look beyond that particular group as well. People who have been involved in the consumer movement over many years, people who have sat on Committees of Management in areas other than mental health, and people who have retired from most of their political and advocacy activity but still have something they would like to give back to the consumer sector also make good mentors as they will have a good idea of some of the general challenges you may face.

If a suitable person cannot easily be identified in the local area, you could consider a telephone or electronic mentoring relationship.

There are some essential traits a mentor should possess:

• Empathy - It is important that your mentor has some understanding of the challenges you may face. For that reason, your mentor should ideally be someone who has gone through a similar experience. For consumer groups in mental health it is really helpful if your mentor has the life experience as well as the expert experience. Understanding the challenges of surviving the mental health system is very important.

• Appropriate Skills and Experience - You need to be able to trust in advice offered to you as you negotiate your new role so you need to be sure your mentor knows what he or she is talking about. A fellow new member may be a good person to compare notes with, but will probably not be the best mentor.

• Problem-Solving Skills - At times you may need to call upon your mentor for advice in resolving a particular problem so it is a good idea if s/he is able to think clearly and critically and help you sift through your options efficiently.

• A Good Ear - Mentors should not be looked upon as a bodyguard or troubleshooter; their role is to act as a sounding board. Therefore, it is imperative that your mentor has excellent listening skills and the ability to guide you towards making your own decisions, rather than shooing you in one particular direction or another.

• Discretion - You need to feel comfortable that your mentor will act with discretion and respect all confidences you may impart, and vice versa. Therefore a high degree of two-way trust is essential to a successful mentoring relationship.

• Ability to Suspend Self-Interest - Your mentor needs to have a strong commitment to your development, and may sometimes need to give up opportunities in order to offer you a chance to grow into and demonstrate yourself in your new role.

• Sensitivity and Responsiveness - Mentors need to be sensitive to their role, keeping in mind they should not be trying to mould you in their own image, but rather helping to enhance your own skills and aptitudes.

• Generosity - A mentor who jealously guards their knowledge and contacts is going to be of little use to someone in need of guidance, support and occasional advice. Mentors need to be willing to share their resources to aid your development.

• Willingness - A reluctant mentor will similarly be of little use. You need to ensure that a potential mentor has the time - and inclination - to commit to a constructive and ongoing relationship. A short-lived or half-hearted mentoring relationship can sometimes do more harm than good. It is a good idea to ensure both parties have an idea at the very start about what the expectations will be.

• Patience - No one should be expected to know everything about a particular area or role immediately. Mentors should be prepared to support you through any setbacks. Both parties should also be aware that mutual trust and understanding may need time to develop.

• Excellent Communication Skills - You need to make sure that you and your mentor can communicate freely and effectively. A person with a range of fantastic experience is not going to be an effective mentor if they are unable to articulate their experiences.

It is important for not-for-profit organisations to provide mentoring opportunities for staff and consumer volunteers as well as their Committee of Management members.

These same qualities are needed when paid employees and volunteers enter into a mentoring relationship.

It is most likely that senior staff within a not-for-profit organisation will be the most likely to take on the mentoring roles and there can be some issues in relation to this:

• One staff member might have several less experienced staff members to mentor and the time required might become unsustainable;
  
  
• It is imperative that mentoring happens during paid work time and for small, not-for-profit organisations with few resources in either time or money, this might be very difficult; and
  
  
• The not-for-profit organisation has an ethical responsibility to provide mentoring to mental health consumer volunteers who often have expectations, or at least hopes, that their voluntary efforts will lead them towards paid work.

Mentoring opportunities are extremely important and should be taken seriously by not-for-profit organisations, particularly in the psychiatric disability sector. The organisation has an obligation to look after the mental health of those who help the organisation to function successfully.

Here are some suggestions to help your group to fulfil that obligation:

• Prioritise those who need a mentoring relationship more urgently and make sure they get support;
  
  
• Prioritise people with the potential to act as mentors with a little more experience. This widens the potential mentor pool and takes the pressure off senior staff members.
  
  
• Encourage as clear a demarcation as possible between what is the responsibility of mentor - workplace-specific support, encouragement and the development of confidence, competence and decision making skills - and counselling, which is wider, life encompassing and very familiar to many mental health consumers. Total demarcation is impossible but the boundaries between the two need to be discussed early in the mentoring relationship and a framework set in place to make sure both the mentor and the employee/volunteer understand each other.
  
  
• By bringing some outside expertise into the organisation the mentoring load can be lessened from the back of senior staff. It is important to make sure that before this step is made, potential mentors have carefully considered their commitment and their obligations to those they mentor.

Back to top