Week 10
The Need for Tri-sector
what successful tri-sector leaders do well
How to develop tri sector leadership skills?
Evolution of the employer- employee compact
Develop an employer-employee
compact as allies
Traditional
Contemporary
Collaboration between
Stable
balancing competing motives
Bridge the difference
Path
Life-time employment and loyalty
Predictable career trajectories
Low employee turnover
acquiring transferable skills
Developing contextual intelligence
Business
Non-for Profit
Government
forging an intellectual thread
building integrated networks
Rapid unpredictable change – volatile
maintaining a prepared mind
develop relationships based on trust and mutual investment
Holistic Solution
Sustainable Solutions
Establish a 'tour of duty', fixed term period of employment
being able to balance the need for 'public value' with attaining your own wealth,, power and strong sense of mission
Government -> private (Sheryl Sandberg)
Non-profit -> Government (Barrack Obama)
free agents
Winner take all mentality
combining idealism and pragmatism
networking with creative and innovative
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more adaptable and entrepreneurial employees
being able to transfer skills between the different sectors (business, government and not-for-profit)
To overcome systemic barriers across sectors
employee retention extremely difficult
comfortable deviating from traditional paths to gain cross sectional skills and knowledge
Instead of career focused skills, capabilities, values, experiences, and impact focused
Preparing Financial to take up less financially lucrative jobs
in business sector- use profit maximising skills
in government sector- focus on benefiting the public
in not-for-profit sector- use creativity and utilising all resources to further social good.
Taking life-cycle approach
clear expectations from both sides stipulated
being able to see the parallels and differences between the sectors and use this intellect when making decisions across these sectors.
view learning as a life-long process rather than just doing it once i.e. completing a degree
Mid career - undertaking fellowships, attending conferences where mentors could be found , media training and establishing connectsion
focusing on a particular issue or theme overtime builds expertise
applying intellect across sectors allows individuals to transcend the limitations of sector-based thinking
Engaging beyond the employer’s boundaries
alumni networks
Beginning of career - undertaking joint degree programs & undergoing training and mentoring programs that incorporate cross-sector concerns
an intellectual thread increases one's credibility and capacity to cross and seamlessly integrate across sectors.
‘lifelong affiliation’
new business opportunities
End career - mentoring building tri-sector leaders,