Please enable JavaScript.
Coggle requires JavaScript to display documents.
Changing Concept of Career (Characteristics of tri-sector leaders…
Changing Concept of Career
Tri-sector leaders(跨界领导）
Tri-sector leaders: individuals who are able to bridge the differences that separate the three sectors and thus develop more holistic(整体的) and sustainable solutions
The paths to tr-sector leaderships varies, some begin in government and then move into the private sector while others atart in the not-for-profit sector prior to moving into government
for the difficult problems, need tri-sector leaders, require collaboration(合作) between government, business, and not-for-profit sectors
Characteristics of tri-sector leaders
Acquiring transferable skills
Not-for-profit organisations have limited resource, focus on the long-term, and look for creative ways to further social good
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
Developing contextual(语境) intelligence
Not only able to see parallels between sectors but also accurately assess differences in context and translate across them
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 and pragmatism(实用主义) to serve a wide array(系列) of people
Forging(打造) an intellectual thread
concentrate on a particular issue or theme overtime building subject matter expertise in the process
developing and applying an intellectual thread across sectors provides the ability to transcend(超过) 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
an intellectual thread increases one's credibility and capacity to cross and seamlessly(无缝的) 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
Preparing financially to be in a position to take up positions that are financial less lucrative(预算), at least in the short-term
Comfortable deviating from traditional career paths when opportunities arise to extend one's skills and experience across sectors
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'
Develop tri-sector leadership(life cycle approach)
Beginning of the career
Undertaking joint-degree programs(not purely technical ones)
Undergoing training and mentoring programs that incorporate cross-sector concerns
Mid-career
undertaking fellowships
attending conferences where mentors(across sector) could be found
media training and establishing connections with media
Towards the end of career
Incorporating tri-sector leadership development and training as part of organisational succession planning
Mentoring budding tri-sector leaders
Employer-employee compact(合同契约)
Compact
traditional
life-time employment and loyalty
predictable career trajectories(轨迹)
low employee turnover
Stable
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 talent constantly seek greener pastures elsewhere, making employee retention extremely difficult
Need for new compact
From an employee point of view, the focus should be on improving adaptability and entrepreneurial thinking.
from an employer point of view, the focus should be on how to develop a win-win relationship with employees, even if it means that they will inevitably leave for opportunities elsewhere
both employers and employees should seek to be allies-an employee invests in the employer's adaptability, the employer invest in the employee's employability
Strategies to become allies(同盟)
establishing a tour of duty
entering into fixed-term 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 transnational in design, relationship must be based on trust and investment from both parties
important to construct personalized, mutually beneficial tours to truly be effective as a strategy of employment and recruitment
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 on'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
networkers should include all stakeholders linked to employer and/or employee's profession
when considering employment investigate whether notwork 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
can lead to future employment opportunities
can lead to new biz opportunities or collaborators, especially across sectors
it is to build lifelong affiliation through a network of allies
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
the purpose of the new compact is not to deliver lifetime loyalty in reciprocation for lifetime employment