Valerie Lambert is a relative newcomer to the nonprofit world. Before joining Big Brothers of Greater Vancouver in the role of executive director two years ago, her experience was exclusively in the private sector. When making the leap, she immediately looked for ways to ensure the transition was as smooth, efficient, and fearless as possible. The most precious tool in achieving that goal? Her peer network: a local group of collegial, like-minded leaders from whom she’s able to glean best practices, advice and knowledge. And she’s not alone. Sector leaders have always turned to support systems – peer groups, professional associations, mentors, etc. – to grow and lead effectively. It’s a trend seems to be growing even stronger today.

Let’s do lunch

Lambert credits her informal network with providing an invaluable support system, one she draws on periodically. Every couple of months she “does lunch,” one-on-one, with a fellow leader, garnering words of wisdom and best practices. It seems she’s in the right place for that sort of thing. “BC is quite a hotbed for nonprofits, which gives us a rich environment to share,” she says. But, with the funding pool so limited and resources at an absolute premium, Lambert understandably expected an equally, if not more competitive environment than the one she left behind. She was pleasantly surprised. Whether the discussion is on focused organizational issues, legal, governance, board management or human resources, there’s a spirit of camaraderie, she says. “I found an incredibly positive attitude toward sharing, guidance, advice and collaboration; everyone’s very welcoming.”

President and CEO of JVS Toronto – providing employment, training and assessment services – Karen Goldenberg is also a big fan of support systems. Only, unlike Lambert, Goldenberg has been developing her nonprofit network for over 40 years. She’s particularly fond of groups that give leaders a forum to brainstorm on topics of interest and commonality, as well as to educate and advocate together. Case in point: CWAN. Originating as a small group of similarly-sized United Way agencies providing city-wide services, CWAN has developed into a strong peer network, meeting approximately ten mornings a year.

A forum of support

The issues they’ve tackled range from change management to poverty reduction strategies and everything in between. There was even a how-to session about Blackberrys to help the attendees get their head around the new and oft-times intimidating technology. It’s not uncommon for special guests, such as the mayor or other government officials, to be invited to the meetings, providing insight and food for thought.

Echoing Lambert, Goldenberg has found the sessions to be primarily cohesive and collaborative opportunities, despite fleeting moments of competitiveness that may rear its inevitable head. “You have to get over it,” she says. After all, the many positive outcomes are invaluable. “There’s power in the collective; when we have a voice, we can be stronger in terms of advocating for important things for the city or province.”

Outside the province, Goldenberg finds supportive networks as well, saying, “It’s good to get out of your backyard for support and to enhance your value.” Her organization belongs to the International Association of JVS, where they share, learn, network and do strategic planning. Since 85% of the network is made up of Americans, any potential competition for federal grants is rendered close to nil. On the contrary, “there’s a tremendous amount of sharing,” she says.

Talk to me

Another element in support networks comes in the form of mentors. “I have a number of them who’ve influenced me profoundly in my personal and professional growth,” offers Goldenberg. Mentors can really prove crucial at different points in one’s career. “They help me do what I can do well; they’re a key to my success,” she adds.

Jean Crawford, a recruiter focused on placing leadership positions, would agree. “When you look back historically, successful leaders have always had good mentors,” she says. Of course, it was common practice for nonprofit EDs in the past to engage in informal mentorship relationships, with leaders often relying heavily on one another. Things may have evolved over the years and organizations may have become more complex, but mentors remain a constant asset – perhaps even growing in importance.

A former leader herself, Crawford sees professional coaching rising in popularity as well, perhaps a result of the growing influence of the private sector. Though professional coaching can sometimes come at a relatively steep price, Crawford says the ROIs can often justify the cost. Having an opportunity to openly discuss matters in a confidential manner with an expert can prove extremely beneficial.

Intellectual support system

At times, Heather MacDonald, VP and COO of the United Way of Calgary, also turns to experts to help her and the organization increase their effectiveness. “I really value smart people,” she explains. “I have all kinds of people across the country who informally act like mentors or networks to me,” she adds. MacDonald will often connect personally with someone she admires and then invite them to Calgary to provide an insightful dialogue at the agency’s office. For example, after reaching out to Rich Harwood – an expert on civic action and community engagement – he agreed to join the organization for a day of learning and discussion.

MacDonald also has an informal network of “smart people” in the city with whom she meets regularly to talk and share best practices. “I found people who stimulate my thinking and bring it added value,” she says of those discussions.

And let’s not forget her passion for reading. For the past ten years, MacDonald has staked out a spot at local café every Friday morning from 7:30 to 9 AM, devouring an endless stream of articles. From the Stanford Social Innovation Review to Harvard Business Review and the Nonprofit Quarterly, MacDonald’s favourite topics are leadership and advancing the nonprofit sector. “If I didn’t push myself to read regularly, I would not have the insight I have,” she says. “If you don’t read about leadership or the sector and how to advance it, it’s hard to keep your mind open to where it’s going.”

Lambert may be nodding in agreement. Constantly immersed in books, she considers them a tremendous form of education, responsible for teaching her about leadership, organization, and particular issues in the nonprofit sector. Five tomes – including Getting to Maybe by Frances Westley, and Developing Competency to Manage Diversity by Taylor Cox Jr. – currently sit on her desk, serving as great resources to which she refers regularly.

Online network

What about social networking? With the proliferation of the online medium and tools like LinkedIn, Twitter, and Facebook, are leaders taking full advantage of those networking opportunities? Should they be? MacDonald hasn’t yet jumped onto the Twitter bandwagon, but she’s become a fan of some blogging sites, particularly those run by experts she admires, Rich Harwood being one.

Crawford definitely sees the benefits of the Internet (and its many group-specific sites) as support system. “It’s a quick way to get opinions,” she offers. But, she adds, nothing can replace face time. Though leaders are completely stretched to the limit these days, Crawford says it would behoove them to carve out some time for conferences and other networking opportunities.

Upon reflection

Taking time for reflection and discussion can have long-term gain. Case in point: after 30 years in the sector, the friends Crawford turns to today are the same people with whom she started organizations and attended meetings years ago. “Making time for those opportunities is not just valuable, it’s necessary,” she says. After all, she adds, “we are all social beings.”

Of course, in order to establish a healthy network, you have to be comfortable with the fact that you need people and that you don’t know everything, advises Goldenberg. Once you can take that step, you will gain immeasurably. “Sometimes it’s lonely at the top,” she explains, “but having a group of colleagues with common values and backgrounds, well, that’s pretty terrific.”

Elisa Birnbaum is a freelance journalist, producer and communications consultant living in Toronto. She is also president of Elle Communications and can be reached at: info@ellecommunications.ca.

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