Calgary, Jan 9 (The Conversation) As the new year starts, it’s natural to feel torn between gratitude and restlessness. December often disrupts routines: fewer meetings, quieter inboxes and a rare chance
to take stock and reflect.
During this time, people may feel pride in how far they have come, alongside a growing sense that the path they are on no longer fits.
This discomfort is especially common at stages of life when professionals expect to feel more settled, yet instead feel stagnant. It’s easy to dismiss such feelings as impatience or a lack of commitment.
But research on adult learning and development suggests that feeling stuck is often a signal of growth. It’s evidence that our internal development has outpaced our external circumstances.
In educational research, this tension is often described as a disorienting dilemma: an experience that unsettles our assumptions and highlights a mismatch between how we see ourselves and the contexts we are in.
While these moments are often uncomfortable, they act as necessary catalysts for meaningful learning and change, motivating people to reassess their goals, values and direction. Seen this way, yearning for new beginnings is a rational response to growth.
Diagnosing the source of restlessness
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If you’re ready for change but unsure of where to begin, a useful first step is clarifying what is driving the sense of restlessness. Is it the work itself, the people you work with or the broader organisational culture?
When organisations are generally supportive, growth doesn’t necessarily require leaving. Change may be possible within the same environment. In these cases, conversations with supervisors can reveal opportunities that are not immediately obvious, such as stretch assignments, special projects or support for further learning.
Research shows that people who stay with organisations over the long term often do so because of strong relationships, a good fit with their broader lives and what scholars call “job embeddedness” — the financial, social and psychological benefits of the position that make leaving costly.
But when the cost of staying is stifling your growth, it’s worth exploring how you might either renegotiate growth where you are or thoughtfully prepare to move on.
Re-evaluating what matters now
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Whether you’re considering a shift within your organisation or beyond it, taking time to reassess your needs, goals and values is essential. What mattered to you earlier in your career may not matter in the same way now. Income, learning, flexibility, stability and meaning all rise and fall in importance across life stages.
Clarifying your values does not mean choosing one priority forever. It simply provides a clearer map for evaluating opportunities.
Some people prioritise mentorship or employer-supported education. Others need predictable schedules, strong health benefits or flexibility to care for family members.
Understanding what matters most now helps narrow your options and reduces the paralysis that often accompanies big decisions.
Focusing on activities rather than titles
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Another way to gain clarity is to imagine your ideal role without fixating on job titles.
Titles can be misleading and often mask the day-to-day reality of the work. Instead, focus on activities. How will you spend most of your time? What skills will you be using day to day?
One useful question is what activities you would gladly do without being paid. These often point to core strengths and motivations worth taking seriously. Organisational psychologists describe this as intrinsic motivation — the internal drive to engage in an activity because it is inherently satisfying.
For example, early in my career, I began to notice a pattern in my volunteer work. I was consistently drawn to supporting professionals through moments of career transition, conflict and change. Over time, that realisation helped me recognise that mentoring and coaching were activities I already valued enough to do for free.
With that insight, I began targeting roles in my own career that rewarded those same activities, ensuring that my work consistently included elements that felt both meaningful and energising.
Preparing for the next step
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Once priorities and interests are clearer, look closely at the qualifications and experiences the roles you are drawn to actually require and begin developing them intentionally.
This can occur through low-risk avenues, including projects in your current job, entrepreneurial or side work, volunteer roles or targeted learning opportunities.
Consistently taking small, purposeful steps can help you systematically bridge the gap between your current capabilities and the demands of your next chapter. By actively cultivating these skills, you transform a period of restlessness into a constructive phase of professional readiness.
As you consider what comes next, use your network strategically to learn and ask questions. New beginnings unfold through conversations, experiments and choices made over time.
Also pay attention to the beliefs shaping your actions. Assumptions about what you can or cannot do can limit options more than skills ever do. Feeling stuck is an invitation to evolve and may mark the start of an exciting new chapter you can begin writing today. (The Conversation)
GSP
