The Changing Concept of a Career (Characteristics of Tri-Sector Leaders…
The Changing Concept of a Career
Characteristics of Tri-Sector Leaders
Developing Contextual Intelligence = Must not only see parallels between sectors but also accurately assess differences in context and translate across them.
Forging an Intellectual Thread = Concentrating on a particular issue or theme over time, building subject-matter expertise in the process. Done via formal education, professional training, etc.
Acquiring Transferable Skills = Using scarce resources to exploit market opportunities.
Balancing Competing Motives = Ways to pursue overlapping and potentially conflicting professional goals, combining idealism and pragmatism.
Building Integrated Networks = Networks across sectors used to convene project teams/think tanks to develop solutions for cross-sectoral issues.
Maintaining a Prepared Mind = Preparing financially to be in a position to take up positions that are financially less lucrative, at least in the short-term.
The Need for tri-sector leaders
The overall need stems from the fact that the worlds most difficult problems such as relative scarcity require collaboration between all three sectors
Tri-sector leaders themselves are individuals who are able to bridge the differences between the sectors and ultimately are able to develop more holistic and sustainable solutions.
Developing tri-sector leadership skills
there is a need to overcome the barriers between the public, private and not-for-profit sectors
– At the beginning of career:
Undertaking joint-degree programs (not purely technical ones)
Undergoing training and mentoring programs that incorporate cross-sector concerns
Attending conferences where mentors (across sector) could be found
Media training and establishing connections with media
– Towards the end of career
Mentoring budding tri-sector leaders
Incorporating tri-sector leadership development and training as
part of organisational succession planning
Balance competing motives
acquiring transferable skills
developing contextual intelligence
building integrated networks
Strategies to Develop an Employer-Employee Compact as Allies
Becoming a part of alumni networks
This is a lifetime affiliation that rewards loyalty and provides opportunities
Engaging Beyond the Employer's Boundaries = Networking - especially with those that are different to oneself and should include all stakeholders linked to employer and/or employee's profession. The compact should allow employees to develop networks on "company time" - in exchange, the employee must leverage the network established for the employer's benefit.
Evolution of the employee-employer compact
Traditionally: - Focused on stability, predictability
Contemporary: adaptability and risk taking are acknowledged as critical characteristics for success
unpredictable, capitalistic , lack of job security