Week 12 - The Changing Concept of Career - Coggle Diagram
Week 12 - The Changing Concept of Career
Tri-sector leaders are individuals who are able to bridge the differences that separate the 3 sectors and thus develop a more holistic and sustainable solutions
The paths to tri-sector leadership vary. Some begin in government and then move into private sector while other start in the non-for-profit sector prior to moving to government.
Characteristics of Tri-sector Leaders
Balance competing motives - you need to have a strong desire to create public value. This can not be at the expense of their own objectives to obtain wealth and power. You need to combine idealism (found in non-for-profit) and pragmatism (found in government and business sectors). To effectively serve a wider array of people.
Acquiring transferable skills
Business: Use scare resources to exploit market opportunity
Government: Bring competing interests together to create regulatory environments that benefit the public
Non-for-profit: Focus on creating ways to further the social good long term.
Developing Contextual Intelligence - Being able to see the parallels between the sectors and accurately assess the differences in context and translate across them.
Developing Skills for Tri-sector Leadership
Need to overcome systemic barriers across the 3 sectors. This can be achieved through taking a 'life-cycle' approach
At the mid-point, one may try to develop connections with the media
Towards the ned of one's career you may want to explore mentoring from tri-sector leaders
Evolution of the Employer-Employee Compact
WHITE COLLAR INDUSTRIES
Traditionally - stable compact, consisting of life-time employment, loyalty, low staff-turnover
Contemporary - Rapid unpredictable change, which is quite volatile. Employees are encouraged to think of themselves as free agents who are in charge of their future employment. In this compact, their is a lack of job security and a performance-driven culture. Meaning, only those that perform at a peak level constantly are likely to receive job stability.
There is a need for a new employer-employee compact.
'Life-time employment' and loyalty are not realistic features in the 21st century
From the employee's perspective, the focus should be on improving adaptability and entrepreneurial thinking. Whereas, from an employer's point of view, the focus should be on how to develop a 'win-win' relationship. Even if the employee will invitability move to opportunities elsewhere.
Both employers and employee should seek to be allies. As the employee invests in the employer's adaptability and the employer invests in the employee's employability
Strategies to Develop employer-employee Compact Allies
Establishing a 'tour of duty'. This is where they enter into a fixed-term project with the ability for discussions at the mid-point of the 'tour'
The purpose of the relationship need to be clearly stated at the begining and each party needs to be aware of the expected benefits and when the relationship will be terminated. This will allow for a more successful reliance. If completed well, it can act as an employee retion tool. The employer and employee can reach a subsent agreement for another tour of duty.
It is important to construct personalised and mutually beneficial tours to be truly effective as a strategy of employment (for the employee) and recruitment (for the employer)
Strategies to engage beyond the employer's boundaries - Networking
One needs to establish networks in their current environment and beyond
Research has found that expansive networking, increasing an individual's ability to be creative and innovate
The employee compact, should allow employee's time to develop networks on company time. In exchange, the employee should leverage these networks for the employer's benefit.
When an employee is looking for a new job they should consider whether network intelligence is a top priority of their perspective employer, if so, and your personal and professional networking is lacking you are not the most appropriate candidate for the job.
Becoming apart of Alummi Networks
The purpose is to deliver life-long affiliation through a network of allies, which can lead to future employment and business opportunities, potentially across sectors.