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