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Week 12 - Coggle Diagram
Week 12
Readings:
5 key steps to redefining yourself
1) Define your destination
2) Leverage your points of difference
3) Develop a narrative
4) Reintroduce Yourself
5) Prove your worth
Tours of Duty: The new employer/employee compact
20th century all about stability
Globalisation and info age gave way to unpredictable change
Networks are stringer with adaptability and risk taking
Start ups tend to succeed through adaptability
Built on loyalty which is now gone
Employee and employer seek to add value even if not long term
three simple policies to make compact tangible
1) Hiring employees for explicit 'tours of duty'
2) Encouraging employees to build networks and expertise outside organisation
3) Establishing active alumni networks to maintain career long relationships
Actions for the 3 steps
1) Construst personalised, mutually beneficial tours
2) Encourage network development
3) Utilise your exit interviews
Triple Strength Leadership
The problem: Training workforce, controlling health care costs, require government, business and Not for profit cooperation
The argument: Tri sector leaders who can bridge the chasms of culture, incentives and purpose that seperate the three sectors. Best suited to solve problems of this scale.
The Solution: Life cycle approach; tri sector issues in formal academic and executive training; workshops for midcareer leaders; trisector experience a talent development priority for business leaders
6 key skills of tri sector leaders
1) Balancing competing motives
2) Acquiring Transferable Skills
3) Developing Contextual Intelligence
4) Forging an intellectual thread
5) Building Integrated Networks
6) Maintaining a Prepaid Mind
Early on: Difficult for academics
Mid career: Benefit from fellowships, associations and conferences which connect to mentorship, virtual and traditional communities
At the top: Challenges which can only be solved across sectors
Evolution of the employer/employee compact
Employer/employee compact (White collar)
Traditional
Stabe
Contemporary
Rapid unpredictable change- volitile
The need for a new compact
Need to acknowledge that life-time employment nor loyalty are realistic in the 21st century
From an employee POV the focus should be on improvising adaptability and entrepreneurial
From an employer POV the focus should be on how to develop a win win relationship (ie. an alliance)
Both employers and employees should seek to be allies- an employee invests in the employers adaptability and the employer invest in the employees employability
Who are Tri-Sector Leaders?
The need for Tri-sector leaders?
Tri-sector leaders are individuals who are able to bridge the differences that seperate the three sectors and this develop more holistic and sustainable solutions
The paths to tri-sectors leaderships varies, some begin in government and then move into the private sector (eg, Sheryl Sandberg) while others start in the not-for-profit sector prior to moving into gov (Barack Obama)
Characteristics of Tri-sector leaders
Successful tri-sector leaders
Balancing competing motives
Acquiring transferable skills
Developing contextual intelligence
Forging an intellectual thread
Building integrated networks
Maintaining a prepared mind
How to develop tri-sector leadership skills?
Developing tri-sector Leadership skills
Need to overcome systemic barriers across sectors
Necessary to take a life cycle approach
At the beginning, middle and toward the end of career
Strategies to develop an employer/employee compact as allies
stratergies to be allies
Establishing a 'tour of duty'
Entering into fixed-term (eg. 4 years) projects with employer/employee with provision for discussion at mid-point of tour
Important to construct personalised, mutually beneficial tours to truely be effective as a strategy of employment (for the employee) and recruitment (for the employer)
Engaging beyond teh employer's boundaries
When considering employment investigate whether network intelligence is a trop priority of potential employers
Employers can attract highly networked individuals of network intelligence is valued and therefore supported
Becoming a past of alumni networks
The purpose of the new compact is not deliver lifetime loyalty in reciprocation of yeh lifetime employment
It is to build lifelong affiliation through a network of allies (ie employees)