Good at a job you no longer want

Leaving something you are excellent at is harder than leaving something you are bad at. We separate the job from the identity before we touch the decision.

Career moves

Status
Open
Length
6 sessions
Format
Video or Fremont
Usually
Staff engineers, principals

Nobody warns you that competence is sticky. Ten years in, you are the person who knows how the payment system really works, the one who gets pulled into every incident, and the one whose calendar says so. Leaving would mean giving that up, and it is not clear what you would be without it.

We spend the first sessions on the difference between the work and the reputation. Then we try, on paper, three versions of the next two years: one where you stay and change the shape of the role, one where you move sideways, one where you leave the field entirely. Each gets a page. Each gets costed.

The decision usually makes itself once the pages exist. What people did not expect is how often the answer is "stay, but stop being the person who knows everything."

Situation 2 a
Situation 2 b
Three versions of the next two years, one page each.