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The Changing Concept of Career (How to develop tri sector leadership…
The Changing Concept of Career
Who are tri-sector leaders?
Tri-sector leaders are individuals who are able to bridge the differences that separate the three sectors and thus develop more holistic and sustainable solutions
The paths to tri-sector leaderships varies, some begin in government and then move into the private sector (e.g. Sheryl Sandberg) while others start in the not-for-profit sector prior to moving into government (Barack Obama)
Characteristics of tri-sector leaders
Balancing competing motives
Acquiring transferable skills
Developing contextual intelligence
Forging an intellectual thread
Building integrated networks
Maintaining a prepared mind
How to develop tri sector leadership skills?
Necessary to take a life-cycle approach
–
At the beginning of career:
Undertaking joint-degree programs (not purely technical ones)
Undergoing training and mentoring programs that incorporate cross-sector concerns.
Mid-career
Undertaking fellowships
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
Evolution of the employer- employee compact
Employer-employee compact
(white-collar)
Traditional
– Stable
– Life-time employment and loyalty
– Predictable career trajectories
– Low employee turnover
Contemporary
– Rapid unpredictable change – volatile
– Employees encouraged to think as ‘free agents’ in charge of their own destiny and therefore, employability
– Winner take all mentality
– Lack of job security and performance-driven culture results in more adaptable and entrepreneurial employees
The need for a new compact
Need to acknowledge that life-time employment nor loyalty are realistic in the 21st century
Both employers and employees should seek to be ‘allies’ – An employee invests in the employer’s adaptability, the employer invest in the employee’s employability
Strategies to develop an employer-employee
compact as allies
Establishing a ‘Tour of Duty’:
Strategies to become allies (cont.)
– Entering into fixed-term (e.g. 4 years) projects with employer/employee with provision for discussion at mid-point of tour
– Purpose of relationship is stipulated a the forefront and each part is aware of expected benefits and when relationship will be terminated
Engaging beyond the employer’s boundaries
– Networking, especially with those those are different to one has been found to significantly increase an individual’s ability to be creative and innovative
– Networks should be established both within the confinements of one’s current employment as well as beyond
Becoming a part of alumni networks
– The purpose of the new compact is not to deliver lifetime
loyalty in reciprocation for lifetime employment
– It is to build ‘lifelong affiliation’ through a network of allies (i.e. employers)
Can lead to future employment opportunities
– Can lead to new business opportunities or collaborators, especially across sectors (i.e. government, not-for-profit)
– Great source to expand one’s network and therefore, access to diverse information