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The Changing Concept of Career (Characteristics of Tri-sector leaders…
The Changing Concept of Career
Characteristics of Tri-sector leaders
Balancing Competing Motives
Strong desire to create 'public value'
Must combine idealism and pragmatism
Acquiring Transferable Skills
Must scare resource to exploit opportunities
Focus on long term
Seek creative ways to increase social good
Developing Contextual Intelligence
Sees similarities between sectors
Uses all of them for their benefit
Forging an Intellectual Thread
Able to concentrate on a main issue
Ability to transcend limitations
Building Integrated Networked
Seen as very critical
Able to convene think tanks to develop solutions
Maintaining a Prepared Mind
Prepared to take up positions
Must be comfortable deviating from initially-thought career paths
Focus on set of skills, capabilities, values, experiences and impact
Strategies to become allies
'Tour of Duty'
Relationship based on trust and investment from both parties
Must be aware of expected benefits
Employer/employee entering into a fixed term projects (approx. 4 years)
Can boost recruiting and retention
Alumni Networks
To build lifelong affilation
Future employment opportunities
New business opportunities
Access to diverse information
Engaging beyond employer's boundaries
Networking with those who are different ; increase an individual's ability to be creative and innovative
Construct personalized, mutually beneficial tours
Developing Tri-sector leadership skills :
Life- cycle approach
mid- career
attending conferences where mentors (cross- sector) could be found
media training
undertaking fellowships
towards the end of career
Mentoring tri-sector leaders (become a mentor to share their experience with younger generations)
Incorporate tri- sector leadership development and training
at the beginning of career
undertaking joint- degree program
undertaking training and mentoring programs that incorporate cross- sector concerns
Employer-Employee Compact
Two Types
Traditional:
-Stable
Life time employment and loyalty
Predictable career trajectories
Low employment turnover
Contemporary
Volatile
Employees encouraged to think more freely in terms of career development
Mentality of giving all credit to the one competitor who wins
lack of job security and performance-driven culture results in more adaptable and entrepreneurial employees
However, the most adaptable and entrepreneurial talent constantly seek better pleasures elsewhere, making employee retention challenging
Necessities of a new compact
Need for acknowledge that life-time employment nor loyalty are realistic in the 21st century
From an employee point of view, the focus should be improving adaptability
From an employer POV, the focus should be how to develop a win-win relationship
Both employees and employers should be 'allies'
Need for Tri-Sector Leaders
Able to bridge differences that separate the three sectors
Develop more sustainable solutions for difficult world problems