Career Readiness, In Practice

I work with senior leaders and executives who are performing well in their roles and still feeling uncertain about what comes next. This piece looks at how career readiness shows up in practice, and why developing it early creates clarity and leverage long before change feels urgent.

Career ladders, career mapping, internal mobility.

These are the conversations happening inside organizations as leaders think about how to retain strong talent and create clear paths forward. The question many people don’t always pause to consider is whether they are doing the same work for themselves.

Where Does Your Career Readiness Stand Today?

Career readiness isn’t about actively looking for a new role. It’s about being prepared for what’s next, whether you love where you work or you’re starting to feel curious about what else might be possible.

At every level, I see capable, high-performing people who know how to succeed where they are, but feel less certain about what comes next. Especially among people who are well-regarded internally and assume their next step will be obvious when the time comes.

What Career Readiness Actually Means

For years, I’ve seen career readiness as one of the most critical components of long-term career success.

In practice, it’s the difference between people who move deliberately and people who feel more reactive when change occurs. It’s not about urgency. It’s about clarity and preparation.

Core Elements of Career Readiness:

• Can you clearly name the next role you want?

• Do your resume and LinkedIn reflect that role?

• Can you articulate why you’re a strong fit?

• Are you connected to people who can help you move toward it, internally and externally?

If You’re Happy Where You Are Today

It’s a wonderful thing to like the organization you work for. Career fit matters, and when it’s there, it’s worth protecting. That said, no matter how strong the culture or how supportive the team, organizations still expect individuals to take ownership of their career progression.

The biggest mistake I see internal candidates make is underpreparing and underselling themselves for new roles, assuming that their work and value are already well understood. That assumption is often what allows a more prepared external candidate to step in. Working through the career readiness steps above helps ensure you’re prepared to compete with external candidates and uncover internal opportunities you may not have previously considered.

If You’re Curious About What Else Might Be Out There

The most effective time to get ready is before you need to. This doesn’t mean constantly scanning job postings with no goal in sight. While this can help you get a feel for the job market, it needs to translate into intentional next steps. It means putting the foundational pieces in place: naming the role, aligning your materials, sharpening your narrative, and being intentional about relationships.

When those elements are clear, people start to be seen differently. They sound more confident. They’re easier to imagine in the next role. Readiness shows.

In Practice

Career readiness is something you develop steadily, often at moments when nothing feels urgent and performance is already strong. It’s the work that gives you options, perspective, and leverage long before you need them.