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The Changing Concept of Career (Characteristics of tri-sector leaders…
The Changing Concept of
Career
Characteristics of tri-sector leaders
Balancing competing motives
Strong desire to create “public value”, but it is not at expense of their on motives for wealth creation, power, and throng sense of mission
Combine idealism (not-for-profit sector) and pragmatism (government and business) to serve people
Acquiring transferable skills
Use scare resource to exploit market opportunities
Government bring competing interest together to create regulatory environments that benefits the public
Not-for-profit sector have limited resources, then focus on the long-term, and create ways to further social good
Beveloping contextual intelligence
See parallels between sectors and assess differences in context and translate them
Forging an intellectual thread
Focu on a particular issue or theme overtime building subject matter expertise
Developing and applying an intellectual thread across sectors provides transcend limitations of sector-based thinking
Tri-sector leaders can strengthen their intellectual thread through formal education, professional training, and research at a not-for-profit sectors
Increase credibility and capacity to cross and seamlessly integrate across sectors
Building integrated networks
Critical for any career
Used to convene project think tanks to develop solutions for cross-sectoral issues
Maintaining a prepared mind
Preparing financially to be in a position that are financial less lucrative, at least in short-term
Deviating from traditional career paths when opportunities arise to extend skills and experience across sectors
Focusing on a set of skills, capabilities, values, experiences, and impact, see as “frame of reference” rather that focusing on a specific career
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
– Purpose of relationship is stipulated at the forefront and each part is aware of expected benefits and when relationship will be terminated
Although transactional in design, relationship must be based on trust and investment from both parties
If done well, can act as an employee retention tool
– reaching agreement on another ‘tour
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
Compact should allow employees time to develop networks on ‘company time’ – in exchange, employee’s must leverage the network established for employer’s benefit
Networks should include all stakeholders linked to employer and/or employee’s profession
When considering employment investigate whether
network intelligence is a top priority of potential employers
Employer’s can attract highly networked individuals if network intelligence is valued and therefore supported
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
One should not become part of alumni networks purely for personal gain - need to approach it as a reciprocal relationship where both parties would benefit, even if there is a time lag.
Developing tri-sector leadership skills
Need to overcome systematic barriers across sectors.
A life cycle approach needs to be taken at the beginning of the career, mid career and towards the end of the career.
Beginning of the career
undertaking joint degree programs
undergoing training and mentoring programs that incorporate cross sector concerns
Mid-career
-undertaking fellowships
-undertaking conferences where mentors, particularly cross sectors, can be found
media training and establishing connections with the media
Towards the end of the career
-mentoring bud sector leadership
-incorporating tri-sector leadership and training as part of organisational training
Who are tri-sector leaders
Tri-sector leaders are individuals who are able to bridge the differences that separate the three sectors. Thus, developing more holistic and sustainable solutions.
The path to be coming a tri-sector leader varies.
Some commence in government then move to private sector. E.g. Sheryl Sandberg
Some start in the not-for-profit sector before moving into government. E.g. Barack Obama
Evolution of the employer-employee compact
Em[loyer-employee compact (white-collar)
Traditional
Stable
Life-time employment and loyalty
Predictable career trajectories
Low employee turnover