For my 16 years in the field of higher education, mainly in management, I have many colleagues who have reached out and asked the same question:
“How do I know if I should stay or continue?”
They are leaders in their field. Most people excel on paper, teaching, mentoring, leading committees, serving task groups and writing grants. But they are tired, stuck or feel something in the character or agency is no longer suitable.
Recently, I discovered what to do when we play a role, but wasn’t sure what to expect next. In academic culture, staying where we are is often seen as loyalty, moving is luck, and leaving can fail. But I learned that career momentum doesn’t always mean climbing a ladder. Sometimes this means building a bridge or choosing a new road altogether.
So, what should you do when you hit a fork on the road? Recently, I saw an article on LinkedIn outlining a relatively simple framework that aligns with the business world, which will help if you find yourself questioning the next move: Assessment, Installation, Action. I try my best to modify it without losing the concept: reflection, modification, advantage.
Reflection: Where are you?
Before planning your next step, be honest about your current professional status. First ask yourself the following:
- Have I grown up in the past year, or am I mainly doing the moves?
- Am I considered a contributor or an afterthought?
- At the end of the day, my feelings are mostly energetic or mostly exhausted?
- My ideas are welcome or tolerated?
- Have I seen myself staying here for five years?
These issues have nothing to do with job satisfaction. They are about your career status. Evaluate your answer to the above questions. If you feel like you’re stuck where you don’t see future changes or opportunities for professional growth, it may be time to shift.
Revision: Is this still suitable for you?
Consider how your value and contributions align with your work environment.
In a course I teach, we spend a lot of time discussing personal and professional values. Please keep this in mind and ask yourself if the following statement is correct for you:
- I can ask difficult questions or ask unconventional ideas.
- I think I heard it, and I take my opinions very seriously.
- I can contribute in a way that reflects my strengths.
- My work is recognized, not just when it is convenient.
- I am full of hope for my professional future.
If you answer “no” the number of times instead of “yes”, it’s not your failure. Instead, see it as an opportunity to implement changes strategically.
Suggestions: Move up, move or move forward
Once you have evaluated your own growth and alliances, you can make intentional decisions to go deeper, transfer roles or move towards new things. Here are three potential paths, each with a specific next step:
- Up (internal progress)
If you still believe in the agency and want more responsibility:
- Build your case: Document Leadership Win, Pilot Program or Change Program, which shows that you are already operating on the next level.
- Visible: Let your supervisor or tutor know that you are willing to make progress. Ambition is not arrogant; it is clear.
- Require expanded role: Volunteer to host a new plan or represent your department in the strategic planning team.
- Find an advocate: You are more than just a mentor. Advocates promote and support you behind closed doors.
- Remove (horizontal change)
If you like the institution but don’t like the institution:
- Explore cross-campus opportunities for centers, institutions or new programs.
- Consider a mix of positions that blend your skills (e.g., combining research and student success).
- Talk to HR or a trusted senior leader about other opportunities within your organization – private, quiet and strategic.
Remember: horizontal does not mean smaller. Sometimes, lateral movement can be the wisest choice for long-term impact (and sanity).
- Continue (external transition)
If the position and organization no longer meet your needs:
- Naming the next step you want: More autonomy? More responsibility? Another leadership role?
- Update your material: Be sure to determine transferable skills. If you lead a change, hosting crisis, or building plan, remember that these skills will be valuable in most industries.
- Use your network: Previous students, collaborators, and conference contacts may retain the key to the next chapter.
- Leave good: Give your employer enough notice. Propose to train your successor. Write a transition plan. Protect your reputation and exit with grace and gratitude.
Last note: You are not alone
I recently spoke to a colleague who feared that her career had stagnated over the past few years, but her position had not grown. As we discuss her achievements, we see her come up with several new programs, launching a new program that guides students and staff, and learning to browse the complexities of higher education with professionalism and courage. In short, she didn’t waste any time. She built resilience and ability. She also realizes she is more prepared to change change and leadership opportunities.
If you’re on that fork on the road, know this: Keep going, don’t exit; it’s the choice. The promotion has not sold out; it is stepping in. Keep your position fully effective if it can still meet your goals, values and your career goals.
Ask yourself the question: “Am I building the future here or am I just passing by?”
Either way, you can choose the next step.
