Why you need a mentor

Importance of mentoring

I firmly believe that having a mentor is the greatest way to learn.

I mentor people and I have two mentors myself. My mentors have mentors.

No one knows everything, and many things can’t be found in books or courses. Some things can only be learned from people who have experienced them themselves. This holds true no matter your role, your organization type or your sector—or even your experience.

Although I’ve been in the not-for-profit sector for decades, there are still many, many things I know little or nothing about. If I find I need to learn about them, my first task is always to look for a mentor.

Why a mentor?

Unlike courses or books, a mentor can provide you with the specific advice you need right when you need it. Rather than taking a course on recruiting volunteers, for example, when all you need to know at the moment is how to interview candidates, you can ask your mentor the exact questions you need answers to in order to continue on. It saves time and can give you insight into things you may not have known you needed to think about.

A mentor can do more than just advise you.

I can’t count the number of times I called a mentor just to vent. Problems were happening and while I knew how to fix them, I was just so frustrated I needed to let it out. Seldom can we allow that kind of frustration out on our co-workers or supervisors—and certainly never on volunteers. Keeping it to ourselves, however, increases stress levels and can impact our health. Having someone to vent to, who’s “been there, done that” can be a great relief. Your mentor can often help you see the issues more objectively, and thus they can feel less overwhelming.

Advice and a sympathetic ear but what else can a mentor do for you?

They can expand your network. This is especially valuable if you are new in your role or have recently moved into a different type of organization. A mentor who has been around for a while can introduce you to people who can advance your career, can sponsor you into private groups and even be a job reference if you are in need of one.

Assuming you’ve decided a mentor is a good idea, who should you ask?

Take a look around your sector. Who is out there who you admire and who is, or has done, the work you’re doing? Choose someone who has more experience than you, at least in the particular area you want to grow in. I have had people mentor me who had far less overall experience than I have but whose experience covered portions of the sector (like fundraising) to which I was completely new.

Make sure they hold the same values you do, otherwise their advice may run counter to what you’re comfortable with. If you don’t know their values, find out. Ask them outright or ask questions that will indicate how they view certain issues.

Once you’ve chosen someone, how do you get them to agree to mentor you?

That’s easy—ask them! Most people are honoured to be asked. If they have the time to spare, they are highly likely to agree.

Understand, there are two types of mentors—paid and unpaid. Both have their advantages and disadvantages.

The paid ones will be committed to meeting regularly, usually have significant amounts of experience, and often have a structure in place to ensure you get everything you need. The downside, of course, is you have to pay them.

Unpaid mentors, besides being free, are often people you already have a connection with. That makes it easier to know their values and whether or not you’ll be a good match. The drawbacks are: 1. They may not have had any experience mentoring, so that may expect you to lead the relationship. 2. Because they are not being paid, other things may take priority over meeting with you.

The decision on which way to go depends on you. Both ways are better than not having a mentor at all.

After years of mentoring and being mentored, I would never go without. Try it.

This article is written by or on behalf of an outsourced columnist and does not necessarily reflect the views of Castanet.

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About the Author

Karen Knight has provided volunteer recruitment, engagement and training for not-for-profit organizations for more than 25 years.

Her professional life has spanned many industries, working in both the private and public sectors in various leadership positions.

Through her passion for making a difference in the world, she has gained decades of experience in not-for-profits as a leader and a board member.

Karen served in Toastmasters International for more than 25 years, in various roles up to district director, where she was responsible for one of the largest Toastmasters districts in the world.

She oversaw a budget of $250,000 and 300 individual clubs with more than 5,000 members. She had 20 leaders reporting directly to her and another 80 reporting to them—all volunteers.

Karen currently serves as vice-president of the board of directors for the Kamloops Therapeutic Riding Association.

After many years working and volunteering with not-for-profits, she found many leaders in the sector have difficulty with aspects of volunteer programs, whether in recruiting the right people, assigning those people to roles that both support the organization’s mission and in keeping volunteers enthusiastic.

Using hands-on experience, combined with extensive study and research, she helps solve challenges such as volunteer recruitment, engagement and training for not-for-profit organizations.

Karen Knight can be contacted at [email protected], or through her website at https://karenknight.ca/.

The views expressed are strictly those of the author and not necessarily those of Castanet. Castanet does not warrant the contents.

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