Please enable JavaScript.
Coggle requires JavaScript to display documents.
The Changing Concept of Career (Characteristics of tri-sector leaders…
The Changing Concept of Career
Who are tri-sector leaders? (What is the need for them)
Many of the world's most difficult problems- resource scarcity, training future workforces, making healthcare affordable and accessible- require collaboration between government, business, and not-for-profit sectors
Tri-sector leaders are individuals who are able to bride the differences that separate the three sectors and this develop more holistic and sustainable solutions
Characteristics of tri-sector leaders
Balancing competing motives
Have a strong desire to create "public value". However, this is not at the expense of their own motives for wealth creation, power, and strong sense of mission
Developing contextual intelligence
Not only able to see parallels between sectors but also accurately assess differences in context and translate across them
Forging an intellectual thread
Concentrate on a particular issue or theme over time building subject manner expertise in the process
Building integrated networks
Integrated networks across sectors are 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
Acquiring transferable skills
E.g. government must bring competing interest together to create regulatory environments that benefits the public
Developing tri-sector leadership skills
At the beginning of career
Undertaking joint-degree programs (not purely technical ones)
Mid-career
Attending conferences where mentors (across sector) could be found
Towards the end of career
Mentoring budding tri-sector leaders
Evolution of the employer-employee compact
Traditional
Stable
Life-time employment and loyalty
Predictable career trajectories
Contemporary
Rapid unpredictable change
Employees encouraged to think as free agents
Winner take all mentality
Strategies to develop an employer-employee compact as allies
Establishing a "tour of duty"
Entering into fixed-term (e.g. 4 years) projects with employer/employee with provision for discussion at mid-point of tour
Engaging beyond the employer's boundaries
Networking, especially with those who are different to one another has been found to significantly increase an individual's ability to be creative and innovative
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)
https://youtu.be/6mw9YRNj0I4