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WEEK 10: The Changing Concept of Career (Characteristics of Tri-Sector…
WEEK 10: The Changing Concept of Career
The need for tri-sector leaders
Tri-sector leaders are individuals who are able to bridge the differences that separate the 3 sectors and thus develop more holistic and sustainable solutions
The paths to tri-sector leaderships 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
Evolution of the employer-employee contract
Contemporary
Employees encouraged to think as 'free agents' in charge of their own destiny and therefore, employabillity
Winner takes all mentality
Rapid unpredictable changes
Lack of job security and performance-driven culture results in more adaptable and entrepreneurial employees.l
However, the most adaptable and entrepreneurial talent constantly seek greener pastures elsewhere, making employee retention extremely difficult
The need for a new compact
Need to acknowledge that life-time employment nor loyalty and realistic in the 21st century
From an employee point of view, the focus should be on improving adaptability and entrepunerial thinking
Both employers and employees should seek to be allies - An employee invests in the employers adaptability, the employer invests in the employers employability
Traditional
Stable
Predictable career trajectories
Life-time employment and loyalty
Low employee turnover
Strategies to develop an employer-employee compact as allies
Establishing a ‘tour of duty’:
-entering into fixed term projects
-relationship is stipulated at the forefront and expected benefit will end when relationship terminated
-relationship must be based on trust and investment and can be used as an employee retention tool if well done
-important to contruct personalized, mutually beneficial tours to truly be effective as a strategy of employment and recuitment
Engaging beyond the employer’s boundaries:
-establish network, allow company ie for employees to develop it
-network includes all stakeholders
Net work intelligence is a top priority when seeking potential employees, employers can attract highly networked individual if it is valued and supported
Becoming a part of alumni networks:
-to build lifelong affiliation through a network of allies
-lead to future employment opportunities and new business opportunities or collaborators especially across sectors
-one should not become part of it purely for personal gain
Characteristics of Tri-Sector Leaders
Balancing Competing Motives
having a strong desire to create 'public value', but not at the expense of one's own motives for wealth, creating, power and strong sense of mission.
Combines idealism and pragmatism to serve a wider array of people.
Acquiring Transferable Skills
In business, scarce resources must be used to exploit market opportunities.
Government must bring competing interests together to create regulatory environments that benefits the people.
Developing Contextual Intelligence
Not only able to see parallels between sectors but also accurately assess differences in context and translate them across
Forging an intellectual thread
Concentrates on a particular issue or theme overtime building subject matter expertise in the process
Developing and applying in an thread across sectors provide the abulity to trancend limitation of sector-based thinking
Building integrated networks
Critical for any career, especially, cross-sectorial ones
Integrated networks across sectors are used to convene project teams to develop solutions for cross-sectoral ones
How to develop tri-sector leadership skills?
Need to overcome systemic barriers across sectors
Necessary to take a life-cycle approach
At the beginning of career:
Undertaking joint-degree programs (not purely technical ones)
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