The Changing Concept of Career (Characteristics of tri-sector leaders…
The Changing Concept of Career
Who are Tri-sector leaders
Tri-sector leadership is needed as many global problems require collaboration between three important sectors, which include: the government sector, the business sector and the non-for-profit sector.
(Global issues: 'Resource scarcity, training future workforces, making healthcare affordable and accessible etc....)
Tri-sector leaders are leaders who are able to bridge the difference between these three sectors, and therefore can develop more holistic and sustainable solutions to the world's major problems.
Tri-sector leaders can begin in any one of the three sectors and make their way through and familiarise themselves with the other sectors.
E.g. Barack Obama went from the not-for-profit sector to government as president of the US.
E.g. Sheryl Sandberg began in the government and then moved to the private sector who is now the COO of Facebook.
Characteristics of tri-sector leaders
Balancing competing motives
Ian Solomon, now the U.S. executive director of the World Bank. "feels the need to balance his commitment to public service with the financial demands of a growing family"
Acquiring transferable skills
Any of these sectors skills can be transferred to other sectors:
: Using scarce resources to exploit market opportunities
: Combining competing interest together in order to create regulatory environments that benefits the public
: Focuses on the long-term and look for creative ways to further social good as resources are limited.
Developing contextual intelligence
To see parallels between sectors and accurately assess difference in context and to translate across them.
Forging an intellectual thread
"Many tri-sector leaders concentrate on a
particular issue or theme over time, build- ing subject-matter expertise in the process"
Building integrated networks
"Trisector leaders depend on their integrated net works to build leadership teams and to convene the diverse groups that can address and resolve knotty trisector issues"
Maintaining a prepared mind
To be prepared financially in order to take up positions that are less financially lucrative. To be comfortable deviating from the traditional career path when opportunities arise to learn the skills of other sectors. Focusing on a set of skills, capabilities, value, experiences, and impact one wants to have for reference.
How to develop tri-sector leadership skills?
need to overcome systemic barriers across sectors
necessary to take a life-cycle approach
Attending conferences where mentors (across sector) could be
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
at the beginning of career
Undertaking joint-degree programs (not purely technical ones)
Undergoing training and mentoring programs that incorporate
Evolution of the employer-employe compact
Life-time employment and loyalty
Predictable career trajectories
Low employee turnover
Winner take all mentality
free agency-- determine their destiny
lack of job security
high employee turnover
need for new compact
employer point of view
improving adaptability and entrepreneurial thinking
employee point of view
An employee invests in the employer’s adaptability, the employer invest in the employee’s employability
LO5. Strategies to Develop and employer-employee Compact
Strategies to Become Allies
Engaging Beyond the Employee's Boundaries
encouraging networking with those who are different, makes employees more creative and innovative
companies should allow their employees to network on 'company time'
network should include all stakeholders linked to employer and/or employee's profession
Becoming a Part of Alumni Networks
aim is to build lifelong affiliation through networks of allies
can help with future employment
can lead to new business opportunities across sectors
people should not approach alumni networks purely for personal gain - it should be approached as a reciprocal relationship where both parties would benefit, even if there is a time lag.
Establishing a 'Tour of Duty'
entering a fixed term as a way of gaining employers/work
relationship based on trust and investment from both parties
relationship generally terminated at the end of the tour, unless an agreement is reached on another tour
• open to new ways of thinking of opportunities, don’t get set back by others opinions, good at articulating what they want, what they are good at and what they want. Understand, explore, support.
Progress faster, much more employable
• stuck in their own way of thinking, not open to anything new, afraid to do new things