Tri-Sector Leaders
Strategies to develop an Employer-Employee compact as Allies
The Characteristics of a tri sector leader
Developing Tri-Sector Leader Skills
Learn to overcome systemic barriers
The Need for Tri-Sector Leaders
Balancing competing motives
many of the world's problems require collaboration between government, business and non-for-profit sectors
Engaging beyond the employer's boundaries ex: Networking
Becoming part of alumni network
individual who bridge the differences that separate the sectors
Strategies to become allies
Acquiring transferable skills
develop more holistic and sustainable solutions
Tour of Duty
Life-Cycle Approach
Developing contextual intelligence
Mutual benefits = Effective
Entering in fixed term project With provision of discussion at mid-point
Career split into beginning, middle and end
Forging an intellectual thread
Building integrate networks
Policies
Legislation
Maintaining a prepared mind
Workplace rules
Employer-Employee Compact
Procedures
Learn to adapt
Traditional
Environment
Role
Contemporary
stable
life-time employment and loyalty
predictable career trajectories
low employee turnover
rapid unpredictable change
volatile
employees are in charge of their own destiny and employability
free agents
'winner takes all mentality'
Considering If networking intelligence is priority
Network intelligence supported = attract highly networked individuals
Balancing competing motives
lack of job security
performance driven culture
Develop transferable skills
Need for a new compact
life-time employment nor loyalty are realistic in the 21st century
Develop contextual knowledge
employee view
Find similarities between sectors
improving adaptability and entrepreneurial thinking
Find overlapping skills
Develop skills that can be utilised in any sector
employer view
how to develop a win-win relationship / alliance
Professional Goals
Purpose of new compact = to deliver a lifetime loyalty in reciprocation for lifetime employment
Build a lifelong affiliation through network of allies
both employers and employees should seek to be allies
employee invests in employer's adaptability
Integrated Networks
employer invests in employee's employability
common consensus and mutual benefit