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The changing concept of career (Characteristics of tri-sector leaders…
The changing concept of career
Who are tri-sector leaders?
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
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
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)
Characteristics of tri-sector leaders
Maintaining a prepared mind
– Comfortable deviating from traditional career paths when opportunities arise to extend one’s skills and experience across sectors
Preparing financially to be in a position to take up positions
that are financial less lucrative, at least in the short-term
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’
Developing contextual intelligence
– Not only able to see parallels between sectors but also accurately assess differences in context and translate across them
Building integrated networks
Integrated networks across sectors are used to convene project teams/think tanks to develop solutions for cross- sectoral issues
Critical for any career, especially, a cross-sectorial one
Acquiring transferable skills
Government must bring competing interest together to create regulatory environments that benefits the public
In business one must use scare resource to exploit market
opportunities
Not-for-profit organisations have limited resources, focus on the long-term, and look for creative ways to further social good
Forging an intellectual thread
An intellectual thread increases one’s credibility and capacity to cross and seamlessly integrate across sectors
Over their career, tri-sector leaders strengthen their intellectual thread via formal education, professional training, or research at a not-for-profit organization
Developing and applying an intellectual thread across sectors provides the ability to transcend limitations of sector-based thinking
Concentrate on a particular issue or theme overtime
building subject matter expertise in the process
Balancing competing motives
Combine idealism (often found in the not-for-profit sector) and pragmatism (found in government and business) to serve a wide array of people
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
Evolution of the employer- employee compact
Traditional
Stable
Life-time employment and loyalty
Predictable career trajectories
Low employee turnover
Contemporary
Rapid unpredictable change – volatile
Employees encouraged to think as ‘free agents’ in charge of their own destiny and therefore, employability
Winner take all mentality
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
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
Both employers and employees should seek to be ‘allies’ – An employee invests in the employer’s adaptability, the employer invest in the employee’s employability
Strategies to develop an employer-employee
compact as allies
Strategies to become allies
Establishing a ‘Tour of Duty’:
Important to construct personalised, mutually beneficial tours to truly be effective as a strategy of employment (for the employee) and recruitment (for the employer)
Strategies to become allies
Engaging beyond the employer’s boundaries
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
Strategies to become allies
Becoming a part of alumni networks