The Changing Concept of Career (What Successful Tri-Sector Leaders Do Well…
The Changing Concept of Career
Strategies to develop an employer-employee compact as allies
Establishing a 'tour of duty'
Involves entering into fixed term (e.g. 4 years) projects with employer/employee with provision for discussion at mid-point of tour
Purpose of relationship is stipulated at the forefront and each part is aware of expected benefits and when relationship will be terminated
Although transactional in design, relationship must be based on trust and investment from both parties
If done well, can act as an employee retention tool
Important to construct personalised, mutually beneficial tours to truly be effective as a strategy of employment and recruitment
Engaging beyond the employer's boundaries
Involves networking, especially with those are different to one that has been found to significantly increase an individuals's ability to be creative and innovative
Networks should be established both within the confinements of one's current employment as well as beyond
Compact should allow employees tine ti develop networks on 'company time'- in exchange, employee's must leverage the network established for employer's benefits
Networks should include all stakeholders linked to employer and/or employee's profession
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
Becoming a part of alumni networks
The purpose of the new compact is not to delver lifetime loyalty in reciprocation for lifetime employment
It is to build 'lifelong affiliation' through a network of allies
Can lead to future employment opportunities
Can lead to new business opportunities or collaborators, especially across sectors
Great source to expand one's network and therefore, access to diverse information
One should not come part of alumni networks purely for personal gain- need to approach it as a reciprocal relationship where both would benefit, even if there is a time lag
What Successful Tri-Sector Leaders Do Well
Balancing competing motives
Have a strong desire to create 'public value', however, this is not at the expense of their own motives for wealth creation, power and strong sense of mission
Combine idealism (often found in not-for-profit sector) and pragmatism (often found in government and business sectors) to serve a wide array of people
Acquiring transferable skills
In business one must use scarce resources to exploit marketing opportunities
Government must bring competing interest together to create regulatory environments that benefits the public
Not-for-profit 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 provides the ability to transcend limitations of sector-based thinking
Developing an applying and 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-sectoral 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 financially 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 than 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'
Who are the Tri-Sector Leaders?
Tri-sector leaders are individuals who are able to bridge the differences that seperate the three sectors - government, business and not-for-profit - to develop holistic and sustainable solutions.
Many of the world's difficult problems - including scarcity, affordable healthcare, etc - require collaboration from all three sectors.
Paths to tri-sector leadership: some begin in government and move into private (e.g. Sheryl Sandberg) and some start in not for profit and move into government (e.g.. Obama).
Evolution of the employer-employee compact
-Life-time employment and loyalty
-Predictable career trajectories
Low employee turnover
Employees encourage to think as 'free agents' in charge of their own destiny and therefore, employability
Winner take all mentality
Rapid unpredictable change-volatile
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 cntury
How to develop tri-sector leadership skills?
At the beginning of career:
Undertake joint-degree programs
Undergo training and mentoring programs that incorporate cross-sector concerns
Attending conferences where mentors could be found
Media training and establishing connections with media
Towards the end of the career:
Mentoring budding tri-sector leaders
Incorporating tri-sector leadership development and training as part of organisational succession planning.