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The Changing Concept of Career (Developing tri-sector leadership skills…
The Changing Concept of Career
Who are tri-sector leaders?
The need for 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)
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
Developing tri-sector leadership skills
Mid-career:Undertaking fellowships- Attending conferences where mentors (across sector) could be found,-Media training and establishing connections with media
At the beginning:Undertaking joint-degree programs (not purely technical ones) and Undergoing training and mentoring programs that incorporate cross-sector concerns
The end of career:Mentoring budding tri-sector leaders,-Incorporating tri-sector leadership development and training as
part of organisational succession planning
Characteristics of tri-sector leaders
What successful tri-sector leaders do well
Balancing competing motives
Have a strong desire to create ‘public value’, however, this is not at the expense of their on motives for wealth creation, power, and strong sense of mission
Combine idealism (often found in the not-for-profit sector) and pragmatism (found in government and business) to serve a wide array of people
Acquiring transferable skills
Government must bring competing interest together to create regulatory environments that benefits the public
In business one must use scare resource to exploit market opportunities
Not-for-profit organisations have limited resources, focus on the long-term, and look for creative ways to further
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
Developing and applying an intellectual thread across sectors provides the ability to transcend limitations of sector-based thinking
Over their career tri-sector leaders strengthen their intellectual thread via formal education, professional training, or research at a not-for-profit organisation
Concentrate on a particular issue or theme overtime building subject matter expertise in the process
An intellectual thread increases one’s credibility and capacity to cross and seamlessly integrate across sectors
Building integrated networks
Critical for any career, especially, a cross-sectorial one
Integrated networks across sectors are used to convene project teams/think tanks to develop solutions for cross- sectoral issues
Maintaining a prepared mind
Rather that focusing on a specific job or career, focus on a set of skills, capabilities, values, experiences, and impact one wants to have as a ‘frame of reference’
Comfortable deviating from traditional career paths when opportunities arise to extend one’s skills and experience across sectors
Preparing financially to be in a position to take up positions that are financial less lucrative, at least in the short-term
Strategies to develop an employee-employer compact as allies
Strategies to become allies
Engaging beyond the employee 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
Establish the importance of network intelligence
Become 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
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’
Evolution of employer-employee compact
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
– However, the most adaptable and entrepreneurial talentconstantly seek greener pastures elsewhere, making
employee retention extremely difficult
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