What Would You Do? Responses to “A Career Move?”

By John West Hadley

The Stepping Stone, March 2025

In the November 2024 issue of The Stepping Stone, I presented the career situation below. Here are selected responses and excerpts, edited for space and clarity, followed by the real-life conclusion. (Please note that inclusion of responses should not be taken as an endorsement by either the Leadership & Development Section Council or the Society of Actuaries of the positions presented.) Send your own ideas for situations to pose in upcoming issues to John@JHACareers.com.

A Career Move?

Carolina is an FSA running a pricing operation at her company. There is a corporate reorganization, and she is moved into a planning role within a different product line, without having any discussion, input or forewarning from her boss.

Carolina loved pricing, had been excited to come to work each day, and had made it clear for some time that she hoped for an expanded role across additional product lines. Instead she finds herself in a position she doesn’t like, where she lacks confidence in her abilities for at least half the job, feels overwhelmed and now dreads coming to work. She also feels somewhat betrayed by her boss.

She wonders if there might be a better opportunity elsewhere, but with her extended family in the local area, and her husband firmly opposed to moving, feels she might be severely constrained in her search.

If you were Carolina, what would you do?

My thanks to all who took the time to respond! While many suggested that this could be a growth opportunity, and that Carolina should not jump too soon, some felt it was time to either make or prepare for a move:

With so many jobs on the market these days advertising remote work, I would start pursuing those opportunities. Then she would not have to face moving. Another consideration is to become a consultant. Things might be tough for a while but at least she would be happy.

Always be looking. That's true in general, but obviously the case here. Carolina should spruce up her resume and start the search. One is never obliged to take a new job, and it's always good to take stock of the job market. I've often seen a jump in turnover in the wake of these sorts of reorgs, which should surprise nobody. Carolina should still be looking for a new role elsewhere, because the lack of communication before such an abrupt change is a red flag. Whether her boss knew or not, it's not a good sign.

This actuary felt it’s time to consider consulting:

The move into planning is often used to sideline people who otherwise might present a threat. Also often, though, the move into planning is a way to give talent a broader perspective on the way to the C-Suite. That Carolina wasn’t told in advance suggests that corporate politics is at work and her boss sidelined talent to avoid the threat to their position.

If Carolina wants control of where she lives, strike out on her own. Go to the CEO, explain that she no longer fits in, and is willing to leave, and ask for a severance package to give her enough capital to start her own firm. It might be enough to ask the CEO to keep her on the payroll for a month or two, so she can have an income and health insurance while she finds her first clients. If the CEO agrees, she’s all set. If the CEO says, “Be gone,” then she’s also all set, but with no obligation toward her former employer.

The CEO might recognize her talent and want her to stay. If the insensitive boss who sidelined her remains with the company, she would be wise to demur.

The most rewarding aspect of leaving corporate politics behind will be the opportunity to move beyond the narrow constraints of her prior employer. Assuming she’s as talented as she appears, she’ll thrive on her own. Product people understand marketing, including how to market themselves. Moreover, we can assume that Carolina is very talented. If she weren’t, her boss wouldn’t have felt so threatened that they had to work the levers of gossip to remove the threat without Carolina’s knowledge.

This actuary also suggested a game plan for a probable move:

Tactically—Continue to show up for work, with a cheerfully positive demeanor and no change in routine. It's necessary to completely sublimate one's sense of betrayal and not offer even the slightest whiff of chagrin at recent developments. Dig into the new planning role and strive to contribute constructively as ever.

Operationally—Be on high 360-alert for intelligence regarding the transfer, particularly its underlying rationale and the company's view about her future. Do not approach the boss to learn more about the transfer, but naturally accept the invitation if they happen to reach out. Determine if it is possible to salvage a favorable reference. Cut discretionary spending to the bone, and begin accumulating a war-chest. Get enough sleep, exercise and eat properly as it's critically important to be at one's best at work until its uncertainty abates.

Strategically—Research new career alternatives in a deliberate and systematic manner. Share her thoughts, research findings, hopes and fears, and ultimately her plans with her spouse but no further, especially if she lives or works in a smaller community. There will eventually come a day when one no longer works for the company—get used to the idea. The challenge is to leave on one's own terms as much as possible, and to prepare assiduously for that day.

Some respondents pointed out that moving is not a panacea:

It never hurts to look around and see what is out there. Carolina may find a real opportunity, or she may determine that things aren’t actually so bad where she is. She should also do some inner work and figure out how to bloom where she is planted. The reality is that if she did find a new job, it’s possible that she would face these same issues in terms of lack of knowledge and lack of confidence.

The problem of the new role is easier to solve than looking for a new job. This type of external force exists everywhere, and our job is really responding to crises.

Now to those who saw more positives in this change. This respondent suggested a simple game plan:

1. Clear the air with her manager. Managers don’t control everything that happens with their department, and some of the drivers may have had to do with her, her personality, or her job performance. This could be important to understand.
2. Fill in the blanks in her understanding in the new job. What does she need to learn and how? Is there someone she can rely on to be strong where she is weak while she learns the new line?
3. Focus on how this might make her better qualified to lead pricing for this and other lines. She can build relationships with management for this line, learn more about the drivers of the profitability of the block, etc.
4. Recognize that she may not like the job today, but a year from now, that might change completely. Sometimes it is good to get kicked out of our comfort zone. We end up stronger for it.

This actuary (among others) suggested a mentor would be helpful:

The fact that Carolina was moved into this opportunity without much notice could mean that her boss saw something in her that she did not see in herself. The first step I recommend is to find a mentor with high-level business experience to provide her with some guidance, preferably someone outside her company. Her confidence will grow as she makes small decisions that are successful, and then more important ones.

This respondent shared their own related experience:

I loved pricing and hated valuation. When I passed the actuarial exam on financial reporting, I said to myself “I never have to see this stuff again.” When I was in pricing, the head of valuation and underwriting said the valuation head was retiring, one of his people was moving up and there was an opening. I was reluctant, and he said if I didn’t like it in a year, I could go back to pricing. It turned out that it was the best move I could have made. I got my boss's job at my next company and it was this experience that allowed me to become a chief actuary. Carolina should not take a narrow, rigid view of her career.

These actuaries felt it is critical to address her current attitude:

Carolina has three options: Grow into the role and make it hers, find a new job, or have a bad attitude and risk her job. It doesn’t matter if her attitude is valid, she may come across negatively when she is feeling overwhelmed at work and betrayed by her boss. Obviously, the bad attitude path is easy enough. Focusing on what intimidates her and resenting her manager is a great start on that.

Dreading coming to work can only last for so long before it damages your performance or worse, your health. She needs to go find out why this was done.

These respondents felt the boss failed her:

Communication has to be honest and open in your work relationship, especially with your boss. Her boss failed by not explaining why this happened, but she needs to go talk to him to find out the logic behind the move.

Carolina has every right to feel upset and betrayed by what happened. She should start by talking with her boss. She should explain her concerns with the new role and her frustration at being placed in a role without any input. If she doesn't think the role is a good fit or it's a role that she is not interested in, she should also discuss that. If her boss is unable or unwilling to help address the situation, she should reach out to the chief actuary directly to express her concerns.

While these actuaries felt there could be other things going on, and it’s up to Carolina to find out:

Given it was a corporate reorganization, it’s quite possible that her boss didn’t have much of a say or wasn’t allowed to tell her. She should be transparent about the struggles she is going through (without being accusatory) and ask for support. How her boss reacts to this conversation may also give her an indication as to whether she wants to stay at this company long-term.

It is unfortunate that Carolina's boss had not communicated anything before the change, but her boss may also have had little input or forewarning with regards to the change. Decision-making in reorganizations may involve only a few highly-placed people. The boss may also be feeling betrayed, for all Carolina knows. Bring up her original goals with her boss, and ask if there is a path to that endpoint. Mention that she is having trouble with the new role and ask for more support or resources for it. The boss may be able to help ... or maybe not.

Carolina should ask why she was put in that role. Perhaps it is a step to something bigger. She might want to provide feedback that it would have been appreciated to be part of the conversation before putting her in a new role. Carolina should be having honest conversations already with her boss, so that they know what she enjoys doing and how she would like to progress in her career.

Carolina needs to have an open dialogue with her boss and share her frustrations. Ahead of the discussion, she should lay out the things she would need to position her and the company for success. Leaders need to be flexible and always think of solutions rather than avoid problems, and mindset adjustment is important. If it is about lack of confidence rather than the work content, then get support from her boss or the team to build that confidence over time. Discussing this with her boss will let her also make it clear that she is doing a favor for the company; seeking that acknowledgment is important.

These actuaries suggested self-reflection:

Determine why she’s feeling overwhelmed and if that feeling will pass with time and experience, or if this new job is something she will never want to do. Basically—is it worth having a few months of pain learning a new role or product, or is this new job something that she just won’t ever enjoy, no matter how good she becomes at it?

Carolina needs to take a step back and settle her emotions so that she can generate better ideas. Does she truly dislike the new job or is it more that she's uncomfortable learning something new and dislikes not producing at 100%? How much is her feeling of betrayal affecting her interpretation of the new job? Taking a step back to separate the newness of the job, the interpersonal issue with the boss, and her disappointment at not getting an expanded pricing role can help discern whether the new role is a good fit or not.

She should have a talk with her boss to understand the decision to move her to the new role. Maybe her boss doesn’t think she’s good at her pricing role. If this is the case, ask her boss for feedback on how to improve. This feedback might be valuable for her future career prospects. Then assess why she’s miserable in her new role. Is it just new and challenging, or is it boring? Is it the people? Sometimes it takes time to get comfortable with a new job, but it could be a good opportunity to grow.

This transition could be a chance for Carolina to expand her skills and to prepare her for better future opportunities, despite the initial uncomfortable feeling. Stepping out of her comfort zone could lead to personal growth and fit her family situation better.

To regain her confidence and make an informed decision, first, Carolina should reflect on the reorganization and seek to understand its context. Was her move a business necessity, or does management see potential in her skills for the new role? Also assess how this role aligns with her career aspirations and whether it offers a chance to grow or is fundamentally misaligned with her goals. It is natural to feel overwhelmed and betrayed, but reframing the situation as an opportunity to develop new skills or increase her visibility might help her shift her mindset. Next, Carolina should have a candid conversation with her boss to discuss her feelings about the lack of communication, clarify why she was chosen for this position, and explore how it aligns with her career development. She can also request feedback and ask for support or training to build confidence in the areas where she feels less capable. By taking proactive steps, Carolina can turn this difficult situation into a stepping stone (pun intended) for future success.

This actuary emphasized the need for proactivity in communication:

We have to accept that not all bosses are great communicators. The lesson here to everyone is that you cannot sit back passively waiting for your boss to tell you what they are thinking about your performance and your career direction. Proactive conversations should be initiated with the intent to take agency in your own career progress. Questions like “where do you see me going in the next step of my career?” are perfectly appropriate, and perhaps if Carolina had initiated that conversation, she could have been offered a different role or at least a better understanding and notice for the role she was given.

Several actuaries felt a move into planning was a positive career development:

I see this as a situation where an actuary excels in a technical role and is presented an opportunity that requires more business acumen and actuarial judgement, and less technical expertise. This can lead to higher seniority, and many female actuaries complain about not having such opportunities; so, I would not recommend trying to “escape” the situation by seeking an opportunity elsewhere.

Although Carolina loved pricing, learning more about planning will surely help her become more rounded. In addition, there are growth opportunities around taking on challenges when you are not confident as well as how to manage emotions such as dread and being overwhelmed.

Carolina should look at the situation differently and turn a perceived setback into an opportunity to grow, learn, and become better. She is getting exposure to another line. If she dives into it, and successfully fills the role, she will be all the more rounded and valuable to the company. As she drives up her organizational value, her ability to career plan with her boss will be enhanced.

Corporate reorganizations can be uncomfortable, but they can also present new opportunities. Carolina should give the new role a chance before making any abrupt changes. Performing a new role like this provides invaluable experience and can help guide one’s desired career path. Often, the most well-rounded actuaries have worked in several different areas, and they tend to become stronger leaders through such broad experiences.

What Actually Happened?

When Carolina first took on her new planning role, her initial reaction was to search for a different job. Feeling uncertain about her fit in the position, she shared her concerns with her coach. Rather than jumping ship immediately, her coach encouraged her to reframe how she viewed the role. Together they developed a strategic networking plan to connect Carolina with female actuarial executives within her company.

These conversations proved transformative. The executives helped Carolina recognize the role’s potential as a crucial stepping stone for her career. Through their insights—and her ongoing work with her coach—Carolina gained the confidence to take calculated risks and push herself beyond her comfort zone.

A few years later, when her husband was offered an overseas role, Carolina didn’t shy away from the opportunity. Instead, she negotiated her own international position with the company. This move allowed her to expand her expertise in new areas and solidify her reputation as a leader.

When Carolina and her husband eventually returned to the U.S., she came back as the Chief Actuary for a major A-rated insurer—a role that reflected the culmination of her hard work and willingness to embrace challenges.

Statements of fact and opinions expressed herein are those of the individual authors and are not necessarily those of the Society of Actuaries, the newsletter editors, or the respective authors’ employers.

John Hadley was an FSA for many years, and now works with job seekers frustrated with their search. He can be reached at John@JHACareers.com or 908.725.2437. Find his free Career Tips newsletter and other resources at www.JHACareers.com. LinkedIn: https://www.linkedin.com/in/johnwesthadley/