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The Changing of Career (Characteristics of tri-sector leaders (Forging an…
The Changing of Career
The need for tri-sector leaders
Many of the worlds most difficult problems require collaboration between government, business and non for profit sector
Resource scarcity
Training future workforce
Making affordable and accessible healthcare
Try sector leaders are individuals that are able to bride the differences between the three sectors to develop more holistic and sustainable solutions
The paths to the tri sector leadership varies, some begin in government and end uo in business and vice versa
Characteristics of tri-sector leaders
Balancing competitive motives
Having a strong desire to create public value, however not at the expense of wealth creation, desire for power and strong sense of mission
combine idealism with pragmatism
Ability to acquire transferrable skills
In business one must use scarce resources to exploit market opportunities
Government must bring competing interest together to create regulatory environments that benefit 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 context and translate into them
Forging an intellectual thread
Concentrate on particular issue or theme overtime building subject matter expertise in the process
Developing and applying intellectual threads across sectors providest the abilities to transcend the limitations of sector based thinking
Over their careers, tri sector leaders strengthen their intellectual via formal education, professional learning an research in non profits
An intellectual thread increases ones credibility and capacity to cross and seamless integrate sectors
Building integrated networks
Critical for any career, especially a cross sectorial one
Integrated networks across sectors are used to convene project teams to develop solutions for cross sectorial problems
Maintaining a prepared mind
Preparing financially to be in a. position take up positions that are financial less lucrative, at least in the short term
Comfortable in deviating from traditional career paths when opportunities arise to extend ones skills and experience across sectors
Rather than focusing on a specific job or career, focus on a set of skills, abilities, values, experiences, and impact once wants to have as a frame of reference
How to develop tri sector leadership skills
Need to overcome systemic barriers across sectors
Necessary to take a life cycle approach
At beginning of career
Undertaking joint degree programs
Undergoing training and mentoring programs that incorporate cross-sector concerns
Mid Career
Undertaking fellowships
Atteding conferences across sectors
Media training and establishing connections with media
Towards the end of career
Mentoring buddying tri sector leaders
incorporating tri sector leadership development and training as part of organizational succession planning
Evolution of employer-employee compact
Traditional
Stable
Life- time employment and loyalty
Predictable career trajectories
Low employee turnover
Contemporary
Rapid unpredictable change - volatility
Employees are encourages to think as free agents. and be in charge of their own destiny
Winner take all mentality
Lack of job security in performance driven culture
most adaptable entrepreneurial talents constantly seek greener pastures elsewhere
The need for a new compact
Need to be acknowledged that life time employment nor loyalty are realistic in the 21st century
From an employee standpoint focus should be on improving adaptability and entrepreneurial thinking
from an employers point of view, focus should be on developing win win relationships with employees
Employer employee compact as allies (strategies)
Establishing a tour of duty
Entering into fixed term projects with employer / employee with provision for discussion at mid-point of tour
The purpose of the tour is established upfront so each part is aware of its benefits and it outlines when it should be terminated
Although transactional in design, relationship must be based in trust and investment from both parties
If done well, can act as an employee retention tool
The creation of another tour
It is important to create personalized, mutually beneficial tours
Need to engage with employers boundaries
networking, especially with those that are different to one has been found to significantly increase an individuals ability to be creative and innovative
Networks should not be constrained to current employer
Compact should allow employee to network during company's time, in exchange, the employee must leverage the network established for the employees benefit.
An emphasis on network intelligence as a company core value will bring well networked individuals to the company
Becoming a part of alumni networks
Facilitates collaboration among sectors
Can lead to new business opportunities
One should not become part of an alumni network just for personal gain. It should be a reciprocal relationship between parties