Network leaders... Paul Willgoss

Paul Willgoss, who is vice-chair of the Civil Service Disability Network, has taken up the role of Ambassador. In this interview he tells us about his motivation for taking on the role, his experience and what he has learned...

Why did I say yes to the role of ambassador? Well, I believe in the value of networks.

However, it is very easy to get carried away and think you, or the network, can do everything. This can be a problem, as I know of very few networks with full-time staff.

The main advice I would give is to manage relationships with other pre-existing networks. Within the HSE, for example, we have a relationship with the trade unions where we can say the same things and support each other or we can disagree on an issue but still stay friends.

Experience-wise I'm vice chair of the Civil Service Disability Network, its my second time on the Executive of the CSDN having been involved in setting it up about 10 years. I am a trustee of the Children's Heart Federation, which supports people who share one of my impairments, and I’ve also volunteered for a number of other charities over the years. Which I hope gives be an experience with the variety of issues disabled people face.

I also spent five years in Human resources handling employer relation type issues. So I know what and how HR thinks, as I hope I know what a disabled person thinks and where issues can affect them I hope know where the middle ground is.

On a European-level, I have been heavily involved in the European Congenital Heart Group, set up to allow support groups for adults to share their experiences and for their chairs and committees to network.

What advice would I give to someone taking over as chair? Don't do it! No, seriously be very very clear what you want to put in and what you want to get out. This has to be on a personal level. If the balance is wrong, and you’ll know it as soon as its out of kilter, you need to review that balance at all points...you need to ask yourself did I do something wrong, do I need to change?

I don't do what I do or have done in the past for formal “reward”. It's almost all ephemeral stuff, such as a piece of new guidance from HR may only include one or two of my comments or suggestions but that might benefit some people.

Another top tip for chairs is to make friends. I keep banging on about it but it is exceptionally lonely to be the chair of a network. You have to turn for support to other network chairs, people who know the sorts of issues you face and may have developed coping strategies that you can beg, borrow or steal.

It's also good to talk to people who are completely outside the process. Sometimes being told that you're a "bloody idiot" is the best thing that can happen...

A network is also about team-work. You can't physically do everything and there's no point in being a chair on your own!

I try to be open, honest and collaborative in my role. However, I am quite prepared to make decisions. And I am quite prepared to close discussions down if they are not worthwhile. I call it the 'tart' approach: I'll talk to anyone, anyplace, if I have time. Everyone has a valid perspective, everyone has something to contribute though most people want to take stuff rather than give.

My “trick” is to turn things round. If someone comes to us with a problem we can say 'this is our view, would you like to talk to HR with one of us there? We can help with the preparation work so you'll be the expert'...

My style? Well people seem to like to do business with me. But people are also aware that I do have a temper and they do learn where the boundaries are.

Once I have raised an issue once or twice I don't expect to have to raise it again, that’s just wasting my time and their time.

It's tricky to get the balance right between being consultative and communicative and the 'right, let's roll up our sleeves and get it done'. I'm not always convinced I get that balance right, though no-one tells me I do a bad job!

In terms of the new website, I am hopeful that it will be a practical repository for advice. Instead of “just” saying you need to do XYZ I want to know examples and shortcuts from people who have actually tried X, Y and Z.

In a way, it will almost be another network, a network of networks. It would be good if the website pointed you to people with expert guidance. For example, if you need to talk to someone to set up a network in the public sector, talk to Paul or someone he can put you in touch with.

I am very grateful for what Kate's set up in terms of the network of networks. It has given me the ability to touch base with other chairs and swap some stories...

Did I mention that heading up a network can be rather lonely?

Interview kindly conducted by Flying Horse Media.