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The Changing Concept of Career (Characteristics (Forging an Intellectual…
The Changing Concept of Career
Who are tri-sector leaders?
Collaboration between government, business and not-for-profit sectors.
Ability to bridge differences that separate the 3 sectors.
Paths to tri-sector leadership vary (skills can transcend)
Characteristics
Balancing Competing Motives
strong desire to create 'public value'
combine idealism and pragmatism to serve large groups
Acquiring Transferrable Skills
use scarce resources to exploit opportunities
government must bring interest together to create regulatory environment that benefits the public
not-for-profit use limited resources creatively to further social good
focus on long term
Developing Contextual Intelligence
extension of transferrable skills
accurately assess differences in context and translate across them
Forging an Intellectual Thread
concentrate on particular issue/theme to build expertise
provides ability to transcend limitations of sector-based thinking
strengthened via formal education, professional training or research at not-for-profit organisations
increases ones credibility and capacity to cross and integrate across sectors
Building Integrated Networks
critical, especially for a cross-sectional career
used to convene project teams/think tanks to develop solutions for issues
Maintaining a Prepared Mind
prepared financially to take positions that are financially less lucrative
comfortable deviating from traditional career path to enhance skills and experience
focus on a set of skills, capabilities, values, experiences and impact on 'frame of reference'
Developing tri-sector leadership skills
Need to overcome systemic barriers across sectors
Necessary to take a life-cycle approach
At the beginning of career: Undertaking join-degree programs (not purely technical ones), Undergoing training and menioring 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: Mentoring budding tri-sector leaders, Incorporating tri-sector leadership development and training as part of organisational succession planning
Employer-employee compact as allies
Traditional
Stable
life-time employment and loyalty
predictable career trajectories
low employee turnover
Contemporary
rapid unpredictable change - volatile environment
'free agents' employees
lack of job security and performance-driven culture
most adaptable and entrepreneurial talent constantly seek greener pastures elsewhere (employee retention extremely difficult)
A New Compact
Need to acknowledge life-time employment
An employee invests in the employer’s
adaptability
, the employer invest in the employee’s
employability
text
Employer: focus should be on how to develop a win-win relationship (alliance) with employees
Both should seek to be 'allies'.
Strategies to develop an
employer-employee
compact as allies
Establishing a ‘Tour of Duty’
Becoming a part of alumni networks
Engaging beyond the employer’s boundaries