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Week 10: The Changing Concept of Career (Characteristics of a Tri-Sector…
Week 10: The Changing Concept of
Career
Characteristics of a Tri-Sector Leaders
Developing Contextual Intelligence
Not only able to see parrallels between sectors but also accurately assess difference in context and translate across them
Forging an Intellectual Thread
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 reasearch at a not-for-profit organisation
Concentrate on a particular issue or theme overtime building subject matter expertise in the process
An intellectual thread increases one's credibility and capacity to cross and seamlessly integrate across sectors
Acquiring Transferable Skills
Government must bring competing interest together to create regulatory environments that benefit the public
Not-for-profit organisations have limited resources, focus on the long-term, and look for creative ways to further social good
In business one must use scare resources to exploit market opportunities
Building Intergrated Networks
Critical for any career, especially, a cross-sectorial one
Integrated networks across sectors are used to convene project teams/think tanks to develop solutions for corss-sectorial issues
Balancing Competing Motives
Having 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 (often found in not-for-profit sector) and pragmatism (found in government and business) to serve a wide array of people
Maintaining a Prepared Mind
Confortable 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 refence'
Preparing financially to be in a position to take up positions that are financial less lucrative, at least in the short-term
Media:
https://www.youtube.com/watch?v=pVDnXbX_31k
https://www.youtube.com/watch?v=P1wtAuBPDpQ
https://www.youtube.com/watch?v=ZUNgqPjTORE
Who are tri-sector leaders?
Tri-sector leaders are individuals who are able to bridge the differences that separate the three sectors and thus develop more holistic and sustainable solutions
The paths to tri-sector leadership varies, some begin in government and then move into the private sector (e.g. Sheryl Sandberg) while others start in the not-for-profit sector prior to moving into government (Barack Obama)
Many of the world's most difficult problems - resource scarcity, training future workforces, making healthcare affordable and accessible - require collaboration between government, business, and not-for-profit sectors
Strategies to develop an employer-employee compact as allies
To deliver lifetime loyalty in reciprocation for lifetime employement
Engaging beyond the employer's boundaries
network should be stablished both within the confinements of one's current employment as well as beyond
eg. HubSpot
the wider an employee's network, the more they will be able to contribute to innovation
Alumni networks
and new business opportunities or collaborators, especially across sectors
maintain long-term relationship with best people
lead to future employment opportunities
not for personal gain, but a reciprocal relationship
Tour of Duty
enter into fixed -term (2-4yrs) projects with employer/employee with provision for discussion at mid-point of tour
establishs a realistic zone of trust
important to construct personalized, mutually beneficial tours to truly be effective as a strategy of employment and recruitment
benefits of alliance: add value to each other
How to develop tri sector leadership skills?
Need to overcome systemic barriers across sectors
Necessary to take a life-cycle approach
Mid-career
Undertaking fellowships
Attending conferences where mentors (across sector) could be found
Media training and establishing connections with media
Towards the end of career
Mentoring budding tri-sector leaders
Incorporating tri-sector leadership development and training as part of organisational succession planning
At the beginning of career
Undertaking joint-degree programs (not purely technical ones)
Undergoing training and mentoring programs that incorporate cross-sector concerns
The need for a new compact
Both employers and employees should seek to be ‘allies’
From an employer point of view, the focus should be on how to develop a win-win relationship with employees
From an employee point of view, the focus should be on improving adaptability and entrepreneurial thinking
Need to acknowledge that life-time employment nor loyalty are realistic in the 21st century
Employer-employee compact (white-collar)
Traditional
stable
Life-time employment and loyalty
Predictable career trajectories
Low employee turnover
Contemporary
the most adaptable and entrepreneurial talent constantly seek greener pastures elsewhere, making employee retention extremely difficult
Rapid unpredictable change – volatile
Employees encouraged to think as ‘free agents’ in charge of their own destiny and therefore, employability
Lack of job security and performance-driven culture results in more adaptable and entrepreneurial employees
