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Week 10 (Characteristics of tri-sector leaders (Balancing competing…
Week 10
Characteristics of tri-sector leaders
Balancing competing motives
Wants to create 'public value'
Makes sure not to neglect wealth
creation, power, & strong sense of mission
Combine idealism & pragmatism
Acquiring transferable skills
Business: Use scare resource to exploit market
opportunities
Government: Benefit general public with regulatory environments
Not for profit: Limited resources, long term focus, further social good
Developing contextual intelligence
See parallel between sectors
Assess differences in context & translate
across them
Forging an intellectual thread
Build subject matter expertise in the process
Develop & apply an intellectual thread across sectors
Transcend limitations of sector-based thinking
Strengthen their intellectual thread
Formal education/ professional training/ research at a notfor-profit organisation
Building integrated networks
Necessary to build leadership teams
Diverse groups to address and resolve tri sector issues
Can be a lifeline for when issues become rough
Maintaining a prepared mind
Early on
incorporating into training
Take jobs that help you to appreciate each sector
Midcareer
Fellowships, associations, conferences
At the top
Incorporate experiences into talent development programs
Developing tri-sector leadership skills
Beginning of career
Joint degree programs
Training and mentoring programs
Mid-career
Fellowships
Attending conferences where mentors (across sector) could be found
Media training and establishing connections with media
End of career
Mentoring buddy tri-sector leaders
Incorporating tri-sector leadership development and training as part of an organisational succession planning
Prove your worth
Ensure your material offers real value
Produce unique intellectual property
Lovegrove Article
find ways to pursue overlapping goals
Clark Article: Reinventing Your Personal Brand
Determine where to invest your energy
Informational interviews
Try internships
Mentor programs
Leverage your points of difference
unique selling point
point people will remember
Build necessary skills
How to learn it
What you need to know
Increases confidence to publicise new identity
Prove Your Worth
produce unique IP
Sharing the Content
Associate with leading organisation
Be consistent and committed
Reintroduce yourself
contact points are consistent and up-to-date
addressing nrgative perceptions
make new contacts and develop your skills
Who are the Tri-Sector leaders?
Definition
Individuals that bridge together the 3 sectors
Require collaboration between gov, bus, not-for-profit sectors
Three sectors
Not-For-Profit
Government
Businesses
Potential paths into tri-sector leadership
Working within not-for-profit -> business
etc.
Working within government -> business
Strategies on becoming allies
Tour of Duty
Increase an employee's employability
Employees positively contribute -> employer's adaptability in different environmental conditions
Establishing a Tour of Duty
Tour of duty will establish a realistic zone of trust between employee and employer
Useful employees may not get "lifetime employment", but will receive "lifetime employability"
Pretending that lifetime employment and loyalty are a part of today's world decreases trust by encouraging both sides to lie
When properly implemented the tour of duty can boost both recruiting and retention. The key is that it gives both employee and employer a clear basis for working together
Fuzziness destroys trust:
Most employee retention programs have a fuzzy goal and a fuzzy time frame
Engaging beyond the employer's boundaries
'Company time' - in exchange, employee's must leverage the network for employer's benefit
A part of Alumni networks
Alumni networks -> beneficial -> employees & employers -> facilitate lifelong affiliation
Great source to expand one's network
Leads future employee opportunities
Evolution of the employeremployee
compact
employer-employee compact
tradition
stable
life-time employment and loyalty
predicable career
Low employee turnover
contemporary
volatile
Employees encouraged to think as ‘free agents"
winner take all mentally
Lack of job security and performance-driven culture
employee retention extremely difficult
Employees invest in the company's adaptability, company invests in employee's employability.
EG) Netflix Employee Compact
"We're a team, not a family"
need for the new compact
Adaptability and risk-taking
Relating to talent within organisations
Encourage entrepreneurial mind sets and increasing retention
Mutually beneficial relationships
Impermanent relationship but invest and build trust regardless
An employee invests in the
employer’s adaptability
the employer invest in
the employee’s employability
focus shoud be on improving adaptability and entrepreneurial thinking