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week 10 The changing concept of career (characteristics of tri-sector…
week 10
The changing concept of career
who are tri-sector leaders?
world's most difficult problems
-resource scarcity, training future workforces, making healthcare affordable&accessible
-require collaboration b/t gov. business and not-for-profit sectors
tri-sector leaders are
individuals
=able to
bridge
the
differences
that
separate
the
3 sectors
and thus develop
more holistic and sustainable
the
paths
to tri-sector leadership
varies
, some begin in gov and then move into the private sector(e.g. Sherly Sandberg) while others start in the not-for-profit sector to moving into gov. (Barack Obama)
characteristics
of tri-sector leaders
developing
contextual
intellgence
not only able to see parallels b/t sectors but also
accurately assess differences
in context and
translate
across them
building integrated networks
critical
for any career, esp. a
cross-sectorial one
integrated networks
across sectors are used to
convene project teams/think tanks
to
develop solutions
for cross-sectoral issues
acquiring transfereable skills
gov
. must bring
competing interest together
to
create regulatory environments
that
benefits the public
in business one
must use scare resource to exploit market oppotunities
not-for-profit org.
have
limited resources
, focus on the long-term, and look for creative ways to further social good
maintaining a prepared mind
comfortable deviating from traditional career paths when opportunities arise to extend one's skills and experience across sectors
rather than focusing one specific job or career, focus on a set of skills, capabilities, values, experiences, and impact one wants to have as a 'frame of reference'
preparing
financially
to be in a position to take up
positions
that are
financial less lucrative
, at least in the short-term
balancing competing motives
have a strong desire to
create 'public value'
BUT
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 gov. & business) to serve a wide array of ppl.
forging an intellectual thread
concetrate
on a
particular issue
or
theme
overtime building subject matter ecpertise in the process
developing&applying
a itellectual thread across sectors provides the ability to
transcend limitations of srctor-based thinking
over their career,
tri-sector leaders strengthen their intellectual thread via formal education, professional training, or research
at a not-for-profit org.
an intellectual thread
increases
one's
credibility and capacity
to
corss and seamlessly integrate across sectors
how to
develop
tri-sector leadership
skills
?
need to overcome systemic barriers across sectors
necessary to take a life-cycle apporach
at the beginning of career
undertaking joint-degree programs(not purely technical ones)
undergoing traning and mentoring programs that incorporate cross-sector concerns
mid-career
undertaking fellowships
atttending conferenes where mentors(across sector) could be found
media budding tri-sector ledader
towards the end of career
mentoring budding tri-sector leaders
incprportating tri-sector leadership development and training as part of orgnaisational succession planning
evolution
of the employer-employee compact
the need for a new concept
from an employee point of view, the focus should be on improving adaptability and entrepreeneurial thinking
from an employer point of view, the focus should be on how to develop a win-win relationship(i.e. an alliance) with employees, even if it means that they will inevitably leave for opportunities elsewhere
need to acknoledge that life-time employment not loyalty are realistic in the 21st century
Both employers and employees should seek to be 'allies'-an employee invests in the employer's adaptability, the employer invests in the employee's employability
employee-employer compact(white-collar)
traditional
predictable career tragecories
low employee turnover
life-time employement and loytalty
stable
contemporary
rapid unpredicatable change-volatiletext
employees encouraged to think as 'free agents' in charge od their own destiny and therefore,employability
winner take all metentality
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
strategies
to develop an employer-employee compact as allies
engaging
beyond the
employer's boundaries
Networking, especially with those are different to one
has been found to significantly ↑ 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
It is to build ‘lifelong affiliation’ through a network of allies
(i.e. employers)
Can lead to future employment opportunities
purpose：the new compact is not to deliver lifetime
loyalty in reciprocation for lifetime employment
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
establishing a 'TOUR of DUTY'
entering into fixed -term (e.g. 4 years) progects with employee/employer with provision for discussion at mid -point of tour
purpose of relationship=at the forefront and each part is aware of expected benefits and when relationship will terminated
if done well, can act as an employee retention tool ,reaching agreement on another 'tour'
relationship must be based on trust and investment from both parties , although transactional indesign
important to construct personalised, mutually benefical tours to truly be effective as a strategy recruitment (for the employer)
video: it is not about employability but mindset
mindset can influence people and harnesses others