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,