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BEING MANAGED Tri-Sector Leaders (Characteristics of tri-sector leaders…
BEING MANAGED
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 leaderships varies, some begin in government and then move into the private sector while others start in the not-for-profit sector prior to moving into government.
Characteristics of tri-sector leaders
Acquiring transferable skills
In business one must use scarce 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 on 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 contact and translate across them
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 and pragmatism to serve a wide array of people.
Forging an intellectual thread
Concentrate on a particular issue or theme overtime building subject matter expertise in the process.
Provides the ability to transcend limitations of sector-based thinking.
Via formal education, professional training or research at a not-for-profit organisation.
Increases one credibility and capacity to cross and seamlessly integrate across sectors.
Building integrated networks
Critical for any career, especially a cross-sectorial one; used to convene project teams/think tanks to develop solutions for cross-sectorial 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 devoting from traditional career paths when opportunities arise to extend one's skills and experience across sectors.
Rather than focusing on a specific job for career, focus on a set of skills, capabilities, values, experiences and impact one wants to have as a 'frame of reference'.
How to develop tri sector leadership skills?
Mid-career
Undertaking fellowships; attending conferences where mentors (across sectors) could be found; media trainign 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
Beginning of career
Undertaking joint-degree programs; undergoing training and mentoring programs that incorporate cross-sector concerns
Evolution of the employer-employee compact
Traditional
Stable; life-time employment and loyalty; predictable career trajectories; low employee turnover
Contemporary
Rapid unpredictable change (volatile), employees encouraged to think as 'free agents' in charge of their own destiny and therefore employability; winner takes all mentality; lack of job security and performacne riven culture results in more adaptable and entrepreneurial employees;.
However the most adaptable and entrepreneurial talent constantly seek greener pastures elsewhere, making employee retention extremely difficult
Need for a new concept
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 (an alliance) 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 employer's adaptability, the employer invests in the employee's employable
Strategies to develop an employer-employee compact as allies
Establishing a 'Tour of Duty'
Entering into fixed-term (e.g. 4 years) projects with employer/employee with provision for discussion at mid-point of tour.
Purpose of relationship is stipulated at the forefront and each part is aware of expected benefits and when relationships will be terminated.
Although transaction in design, relationship must be based on trust and investment from both parties.
If done well, can act as an employee retention tool - reaching an agreement on another 'tour'.
Important to construct personalized, mutually beneficial tours to truly be effective as a strategy of employment (for the employee) and recruitment (for the employer)
Engaging beyond the employer's boundaries
Networking - increase an individual's ability to be creative. SHould be defined within confinemenets of organisation and beyond
Compact should allow employees time to develop networks on 'company time' - in exchange, employee's must leverage the network established for employer's benefits.
Networks should include all stakeholders linked to employer and/or employee's profession
Becoming part of alumni networks
Build 'lifelong affiliation' through a network of allies (IE. employers). Great source to expand one's networks and access diverse information.
Can lead to future employment opportunities, business opportunities or collaboratoes especially across sectors
Reciprocal relationship where both parties would benefit - not for personal gain