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Week 10: Tri-sector leaders (Become part of alumni networks (Purpose of…
Week 10: Tri-sector leaders
What?
Individuals who bridge differences that separate the three sectors & develop more holistic and sustainable solution
Paths
Begin in gov. & move into private sector
Begin in non-for-profit sector & move into govt.
Characteristics
Balance competing motives
Strong desire to create public value
Not motives for wealth, power & strong mission
Combine idealism & pragmatism to serve wide people
Acquire transferable skills
Use scarce resource to exploit mkt opportunities
Govt. must bring competing interest together to create regulatory environments that benefits the public
Non profit org. have limited resources, focus on long term & look for creative ways to further social good
Forge intellectual thread
Concentrate on issue/theme
Develop & apply thread to transcend limitations of sector-based thinking
Strengthen thread via formal edu, training & research at non-profit org.
Increases credibility & capacity to cross & integrate across sectors.
Characterictics
Developing contextual intelligence
Not only see parallels between sectors but assess differences in context & translate across them
Building integrated networks
Critical for career eps cross-sectional one
Used to convene project teams/think tanks to develop solutions for cross sectoral issues
Maintaining prepared mind
Prepare to be in a position that are financial less lucrative in the short run
Comfortable deviating from traditional career paths when opportunities arise to extend one's skills and experience across sectors
Focus on set of skills, capabilities, values, experiences & impact
Developing skills
Need to overcome systemic barriers across sectors
Take life-cycle approach
Beginning of carrer
Take joint-degree programs
Training & mentoring programs
Mid-career
Take fellowship
Attend conference when mentors could be found
Media training & establish connection with media
Towards the end
Mentor budding tri-sector leaders
Incorporate tri-sector leadership development & training as part of organisational succession planning
Employer-employee compact
White collar
Traditional
Stable
Life-time employment & loyalty
Predictable career trajectories
Low employee turnover
Contemporary
Rapid unpredictable change - volatile
Employee think as free agents in charge of their career
Winner take all mentality
Lack of job security & performance-driven culture; more adaptable & entrepreneurial employees
Adaptable & talented one constantly seek better job; employee retention difficult
Need of new compact
Employee p.o.v, focus to improve adaptability & entrepreneurial thinking
Employer p.o.v, focus on developing win-win relationship with employees even if they should leave opportunities elsewhere
Both should seek to be allies
Employee invest in employer's adaptability
employer invest in employee's employability
Strategies to become allies
Engage beyond employer's boundaries
Networking to increase ability to be creative and innovative
Networks should be established within the confinement of one's current employment as well as beyond
Compact should allow employees to develop networks
Networks include stakeholders linked to employer &/ employee's profession
When considering employment, investigate whether network intelligence is a top priority of potential employers
Employer attract highly networked individuals if network intelligence is valued and supported
Tour of duty
Enter fixed-term (4 yrs) projects with employer/employee with provision to discuss at mid-point of tour
Purpose of relationship
Stipulated at forefront & each part is aware of expected benefits & when relationship will be terminated
Transactional in design, relationship must be based on trust & investment from both parties
Can act as employee retention tool
Reaching agreement on another tour
Construct personalised, mutually beneficial tours as a strategy of employment & recruitment
Become part of alumni networks
Purpose of new compact, not to deliver loyalty
Build lifelong affiliation through network allies
Lead to future employment opportunities
Lead to new business opportunities
Source to expand network & access diverse info.
Should not become part of alumni for personal gain, need to approach relationship where both benefit if there is time lag