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TRI-SECTOR LEADERS - Coggle Diagram
TRI-SECTOR LEADERS
Strategies to develop an an employer-employee compact as allies
establishing 'tour of duty'
fixed-term (eg.4 years) projects with employer/ employee provision for discussion at mid-point tour.
important to construct mutually beneficial tours to truly be effective as a strategy of employment (for employee) and recruitment (for employer)
engage beyond employer's boundaries
when considering employment investigate whether network intelligence is a top priority of potential employers
employer's can attract highly networked individuals if network intelligence is valued
alumni networks
purpose of the new compact is not to deliver lifetime loyalty in reciprocation for lifetime employment. it is to build 'lifelong affiliation' through networks (ie. employers)
Need for Tri-Sector Leaders
Tri-sector leaders are able to bridge the differences that separate three sectors and thus develop a more holistic and sustainable solution.
Paths to tri-sector leadership varies, some begin in government and them move to private sector (eg. Sheryl Sandberg) while others start in the not-for-profit sector and move into gov (Barack Obama).
Gov, Business and Non-For-Profit sectors
Characteristics of Tri-Sector leaders
Balance competing motives
public and own values
Acquire transferable skills
business: scarce resource to exploit market opportunities/ gov: competing interests to create a regulatory environment for the public benefit/ non-for-profit: long term goals to benefit the greater good
Developing contextual intelligence
see the differences and translate across different sectors
Evolution of the Employer-Employee Compact
traditional: stable & low employee turn over
contemporary: rapid unpredictable change / performance driven culture/ less retention
Need for new compact:
life-time employment nor loyalty is not realistic in 21st century
employee: improve on adaptability and entrepreneurial thinking
employer: develop win-win relationship
seek to be allies: employee invests in employers adaptability and employer invest in employee employability.
How to Develop Tri-sector leadership skills?
over come systemic barriers across sectors: business, gov and non-for-profit
life-cycle approach: beginning, middle and end of career.