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Week 10: Changing Concept of Career (LO4: Evolution of the employer…
Week 10: Changing Concept of Career
LO1: Who are tri-sector leaders?
The need for tri-sector leaders
Many of the world's most difficult problems require collaboration between government, business and non-profit sectors
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 vary
LO2: Characteristics of tri-sector leaders
What successful tri-sector leaders do well
Acquiring transferable skills
Use scarce resources to exploit market opportunities
Developing contextual intelligence
Not only able to see parallels between sectors but also accurately assess differences in context and translate across them
Balancing competing motives
Strong desire to create 'public value', this is not at the expense of their own motives
Combine idealism
Building integrated networks
Integrated networks across sectors are used to convene
project teams/think tanks to develop solutions for crosssectoral
issues
Forgoing an intellectual thread
Increases one's credibility and capacity to cross and seamlessly integrate across sectors
Strengthen their intellectual thread via formal education, professional training, or research at a not-for-profit organisation
Provides the ability to transcend limitations of sector-based thinking
Maintaining a prepared mind
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’
LO3: How to develop tri-sector leadership skills?
Life-Cycle Approach
At the beginning of career
Undertaking joint-degree programs
Undergoing training and mentoring programs that incorporate cross-sector concerns
Mid-career
Undertaking fellowships
Attending conferences where mentors could be found
Media training
Towards the end of career
Mentoring budding tri-sector leaders
Incorporating tri-sector leadership development and training as part of organisational succession planning
LO4: Evolution of the employer-employee compact
Traditional
Rapid unpredictable change - volatile
Employees encouraged o think as 'free agents' in charge of their own destiny and therefore employability
Lack of job security and performance-driven culture results in a more adaptable and entrepreneurial employees
Contemporary
Stable
Life-time employment and loyalty
Predictable career trajectories
Low employee turnover
The need for a new compact
Need to acknowledge that life-time employment nor loyalty are realistic in the 21st century
From an employee point of view, the focus should be on improving adaptability and entrepreneurial thinking
LO5: Strategies to develop an employer - employee compact as allies
Establishing a 'Tour of Duty'
*Important to construct