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The Changing Concept of Career (Characteristics of tri-sector leaders…
The Changing Concept of Career
Need for tri sector leaders
Many of the world's most difficult problems - resource scarcity, training future workforces, making healthcare affordable and accessible - require collaboration between government, business and NFP sectors
Tri-sector leaders are individuals who are able to bridge the differences that seperate the three sectors and thus develop more holistic and sustainable soloutions
Paths to this leadership can vary. Some begin in government and move into private sector, others start in NFP sector and move to government.
Characteristics of tri-sector leaders
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 and pragmatism 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
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
developing and applying an intellectual thread across sectors provides the ability to transcend limitations of sector based thinking
Over their career tri-sector leaders strengthen their intellectual thread via formal education, professional training, or research at not-for-profit organisation
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-sector 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
Developing tri-sector leadership
Beginning of career
undertaking joint degree programs
undergoing training and mentoring programs that incorporate cross-sector concerns
Mid-career
Undertaking fellowships
Attending conferences where mentors may be found
Media training and establishing connections with media
End of career
mentoring budding tri-sector leaders
incorporating tri-sector leadership development and training as part of organisational succession planning
Employer-Employee Compact
Traditional
Stable
Lift-time employment and loyalty
Predictable career trajectories
Low employee turnover
Contemporary
Rapid unpredictable change
Employees encourages to think as free agents in charge of their own destiny
Winner takes it all
Lack of job security and performance-driven culture results in more adaptable and entrepreneurial employees
However, the most adaptable and entrepreneurial talent constantly seeks greener pastures elsewhere, making employee retention extremely difficult
Need for 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 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 employers adaptability, the employer invest in the employees employability
Strategies to become allies
Establishing a tour of duty
Entering into fixed-term projects with employer/employee with provision for discussion at mid-point 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 employers boundaries
When considering employment investigate whether network intelligence is a top priority of potential employers
Employers can attract highly networked individuals if network intelligence is valued and therefore supported
Engaging beyond the employers boundaries
Networking especially with those that are different to one has been found to significantly increase and individual's ability to be creative and innovative