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The Changing Concept Of Career (What successful tri-sector leaders do well…
The Changing Concept Of Career
Tri-Sector Leader
- Individuals who are able to bridge the differences that separates the three sectors (Government, Business & Non-for-profit sector) and thus develop more holistic and sustainable solutions
What successful tri-sector leaders do well
Forging an intellectual thread
- Concentrate on a particular issue or theme overtime building subject matter expertise in the process, over thier career tri-sector leaders strengthen thier intellectual thread via formal education, professional training or research at a not-for-profit organisation
Building integrated networks
- Critical for any career, especially, a cross-sectional one, integrated networks across sectors are usedconvene project team/think tanks to develop solutions for cross-sectoral issues
Developing contextual intelligence
- Not only able to see parallels between sectors but also accurately assess differences in context and translate across them
Acquiring transferable skills
Business must use scare resource to exploit market opportunities,, Government must bring competing interest together to create regulatory environments that benefits the public, Non-for-profit organisations have limited resourcs, focus on the ling-term, and look for creative ways to further social good
Maintaining a prepared mind
- preparing financially to be in a positions that are financial less lucrative, at least in the short-term, Rather that focusing on a specific job or career, focus on a set of skills, capabilities, values
Balancing competing motives
- Combine idealism (non-for-profit) and pragmatism (Government and business)
Developing tri-sector leadership skills
Mid-career
- undertaking fellowships, attending conferences where mentors could be found, media training and establishing connections with media
Towards the end of career
- mentoring budding tri-sector leaders, incorporating tri-sector leadership development and training as part of organisational succession planning
At the beginning of career
- Undertaking joint-degree programs, undergoing training and mentoring programs that incorporate cross-sector concerns
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 ass 'free agents' in charge of their own destiny and therefore, employability, winner take all mentality. lack of job security and performance-driven culture results in more adaptable and entrepreneurial employees
The need for a new compact
-
Both employers and employees should seek to be
allies
- An employee invests in the employer's
adaptability
, the employer invest in the employee's
employability
Strategies to become allies
Engaging beyond the employer's boundaries
- Networking, especially with those are different to one has been found to significantly increase an individual's ability to be creative and innovative
Becoming a part of alumni networks
- The purpose of the new compact is not to deliver lifetime loyalty in reciprocation for lifetime employment, it is to build 'lifelong affilation' through a network of allies, can lead to new business opportunities or collaborators especially across sectors
Establishing a 'Tour of Duty'
- Entering into fixed term projects,,important to construct personalised, mutually beneficial tours to truly be effective as a strategy of employment( for the employee) and recruitment( for the employer)