Please enable JavaScript.
Coggle requires JavaScript to display documents.
The Changing Concept of Career (What Tri-Sector Leaders Do Well (Forging…
The Changing Concept of Career
The Need for Tri-Sector Leaders
Difficult problems require collaboration between government, business and not-for-profit sectors
Tri-sector leaders are able to bridge the differences that separate the three sectors, therefore developing more holistic and sustainable solutions
tri-sector leaders can begin in government and then move into the private sector while others start in not for profit sector before moving into government
This allows them to solve problems such as resource scarcity, training future work forces, making healthcare affordable and accessible
What Tri-Sector Leaders Do Well
Balancing Competing Motives
creating public value though not at the expense of personal goals of wealth, power, and a strong sense of mission
successful tri-sector leaders combine idealism and pragmatism to serve different types of people
Acquiring Transferable Skills
businesses must use scarce resources to exploit market opportunities
government has to combine competing interests so regulatory environments can benefit the public
Developing Contextual Intelligence
successful tri-sector leaders can see parallels between sectors and also assess differences in sectors in context so they can translate across them
Forging an Intellectual Thread
developing an expertise in one issue or theme
developing an intellectual thread across sectors to transcend limitations of sector based thinking
intellectual threads can be strengthened through formal education, professional training, or research at not-for-profits
intellectual threads increase one's credibility and capacity to integrate across sectors
Building Integrated Networks
networks across sectors (project teams/think tanks) to develop solutions for cross-sectional issues
Maintaining a Prepared Mind
preparing financially to be able to take on positions that may not be as financially rewarding in the short-term
deviating from traditional career paths in order to build skills and experience
having a focus on skills, capabilities, values, experience, and the impact you want to have instead of focusing on one job/career
The Employer-Employee Compact
Traditional
Stable
Life-time employment & loyalty
Predictable Career Trajectories
Low employee turn over
Contemporary
Rapid unpredictable change- volatile
Employees encouraged to think as "free agents; in charge of their own destiny/employability
Winner take all mentality
Lack of job security & performance driven culture = adaptable and entrepreneurial employees
Employee retention is extremely difficult
Employer-Employee Compact
Employer-Employee Allies
'Tour of Duty'
Enter into fixed-term projects
Purpose of relationship stipulated
Potential benefits considered
Length of relationship considered
Trust and investment from both parties
Mutually beneficial
Personalised
Engage beyond employer's boundaries
Network with people from differing cultures/backgrounds
Provides opportunity for creativity
Within confinements of employment
And beyond
Networks should include all stakeholders
Compacts should develop on 'company time'
Employees leverage network for the benefit of employers
Alumni Networks
New compact to build 'lifetime affiliation' through network of allies
Create future employment opportunities
New business opportunities with collaborators
Must be mutually beneficial networks
Developing Tri-Sector Leadership Skills
Life Cycle Approach
At the beginning
Undergoing training and mentoring programs.
Joint-degree programs.
Mid-career
Attending conferences
Establishing connects with media
Near the End of Career
Mentoring buddy
Incorporating tri-sector leadership and training into planning.