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Changing Concept of Career (Characteristics of tri-sector leaders…
Changing Concept of Career
Tri Sector Leader
Who?
Bridge differences
Business
Not for profit sectors
Government
Need for?
Solve difficult problems
resource scarcity
training future workshops
making healthcare affordable and accessible
Characteristics of tri-sector leaders
Balacing copeting motives
Has strong desire to public value
Combination of idealism and pragmatism
Acquiring transferable skills
Business
Can exploit markets
With scared resources
NFP
Find creative ways to further social good
Due to limited resources
Government
Bring competing interest togeather
regulating environments
Developing contextual intelligence
Forging an intellectual thread
Concentrate on particular issues
Develpo intellectual thread across sectors
Increase their knowledge
Building integrated networks
Maintain a prepared mind
Prepared financially
Can deviate from different paths
Evolution of employer employee compact
Traditional
stable
life-time and loyalty
predictable
low turnover
Contemporary
volatile
free agents
winner take all mentality
lack job security
Need for new compact
employee
improving adaptability
entrepreneurial thinking
employer
win-win relationship
an alliance
LO3: Developing tri-sector leadership skill
overcoming systematic barriers across sectors
taking a life-cycle approach
beginning of career
undertaking joint-degree programs
undergoing training and mentoring programs
mid-career
undertaking fellowships
attending conferences where mentors could be found
media training and establishing connections with media
end of career
mentoring budding tri-sector leaders
incorporating tri-sector leaders
Strategies to become allies
Establish Tour of Duty
Construct personalised, mutually beneficial tours
Engage beyond employer boundaries
Become part of an alumni network
lifetime loyalty
future employment opportunities
expand network
reciprocal relationship
LO5: Strategies to become allies
establishing a 'tour of duty'
entering into fixed term projects with employee/employer
purpose of relationship is stipulated at the forefront
relationship should be based on trust and investment
done well, act as employee retention tool
construct personalised, mutally beneficial tours to truly be effective
engaging employer' boundaries
networking
networks should be established both within the confinements
employees develop 'company time'
networks should include all stakeholders
network intelligence should be valued