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The Changing Concept of Career (Characteristics of tri-sector leaders…
The Changing Concept of Career
Who are tri-sector leaders?
the need for tri-secotrs leaders
are individuals who are able to bridge the differences that seperate the three sectors and thus develop more holistic and sustainable solutions
the paths to tri sectors leaders leaderships varies, some begin in government and then move into private sectors while others stat in not-for-profit prior to moving into government
many of the world's most difficult problems require collaboration between government, business, and not-for-profit sectors
Characteristics of tri-sector leaders
Balancing competing motives
have a strong desire to create public value
combines idealism and pragmatism
Acquiring transferable skills
in business one must use scare resources to exploit market opportunities
government must bring competing interest together to create regulatory environments that benefits the public
not-for-profit organisations have limited resources, focus in the long-term, and look for creative ways to further social good
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 intellectual thread across sectors provides the ability to transcend limitations
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 sectional one
integrated networks across sectors are used convene project teams/think tanks to develop solutions for cross-sectional issues
maintaining a prepared mind
prepared financially
confortable deviating from traditional career paths to have more experience
focus on set of skills as opposed to specific job or career
how to develop tri-sector leadership skills?
need to overcome systemic barriers across sectors
necessary to take life-cycle approach
at beginning of career
undertake joint degree programs
undergo training and mentoring programs
mid-career
undertaking fellowships
attending conferences where mentor (cross-sectional) can be found
media training and establishing media connections
towards end of career
mentoring budding tri-sector leaders
incorporating tri-sector leadership development and training
Evolution of the employer-employee compact
employer-employee contact (white collar)
traditional
stable
life-time employment
predictable career trajectory
low employee turnover
contemporary
rapid unpredictable change
employees encouraged to think of themselves as free agents
winner takes all mentality
lack of job security and performance driven culture
employee retention difficult
the need for a new compact
need to acknowledge life-time employment not realistic
focus on improving adaptability and entrepreneural thinking
develop win-win relationship
employees and employers should seek to be allies
strategies to develop an employer-employee compact as allies
strategies to become allies