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Week 10: The changing concept of career (Characteristics of tri-sector…
Week 10: The changing concept of career
the video: Charlie Reeve
who is gifted but do not have motivated lead to unsuccessful
the one who not very good at the start but gives it some time to practice and continue practicing make it successful.
adapt, adopt and improve
tri-sector leader
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 varies, some begin in government and then move into the private sector (e.g. Sheryl Sandberg) while others start in the not-for-profit sector prior to moving into government (Barack Obama)
Many of the world’s most difficult problems – resource scarcity, training future workforces, making healthcare affordable and accessible – require collaboration between government, business, and not-for-profit sectors
path: some begin in government then move into the private sector.
Characteristics of tri-sector leaders
text
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 (often found in the not-for-profit sector) and pragmatism (found in government and business) to serve a wide array of people
Acquiring transferable skills
In business one must use scare resource to exploit market
opportunities
Government must bring competing interest together to create regulatory environments that benefits the public
Not-for-profit organisations have limited resources, focus on the long-term, and look for creative ways to further social good
Developing contextual intelligence
Not only able to see parallels between sectors but also accurately assess differences in context and translate across them
Forging an intellectual thread
Concentrate on a particular issue or theme overtime
building subject matter expertise in the process
Over their career tri-sector leaders strengthen their intellectual thread via formal education, professional training, or research at a not-for-profit organisation
Developing and applying an intellectual thread across sectors provides the ability to transcend limitations of sector-based thinking
An intellectual thread increases one’s credibility and capacity to cross and seamlessly 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, 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’
How to develop tri-sector leadership skills
Need to overcome systemic barriers across sectors
Necessary to take a life-cycle approach
At the beginning of career:
Mid-career
Towards the end of career
Evolution of the employer- employee compact
Employer-employee compact (white-collar)
Traditional
Contemporary
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
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
Strategies to develop an employer-employee
compact as allies
Establishing a ‘Tour of Duty’:
Engaging beyond the employer’s boundaries
Becoming a part of alumni networks