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Career in Transition? Here’s Why Not to Go It Alone

Groups help us find clarity, connection, and confidence during career change.

Key points

  • Professional transitions can shake our identities, especially after caregiving, layoffs, or burnout.
  • Groups can help builds resilience and fosters connection during uncertain life and career changes.
  • Finding the right group can make the difference between staying stuck and finding the next opportunity.

When you’re in the midst of a professional transition, it can feel like you're wandering through a fog without a map. Whether you’re switching fields, returning after time away from the workforce, or stepping into something entirely new, you might doubt yourself or feel alone.

You might wonder if you’re the only one questioning your path, your worth, or your ability to make it to the other side.

In a culture that praises self-reliance, we often feel like we need to have all the answers. Researchers consistently find that we benefit when we can ask for help and navigate transitions with the company of others.

Transitions Can Make Us Uncertain of Who We Are

Transitions challenge more than just our routines. They shake up our sense of self. William Bridges’ model of transition (1991) distinguishes between external change and internal transition, highlighting the “neutral zone” as a psychologically vulnerable period where the old identity has been shed but the new one has not yet fully emerged.

This space can trigger self-doubt, uncertainty, as well as symptoms of anxiety or depression (Goodman, Schlossberg, & Anderson, 2006). For people emerging from a period of unemployment, layoffs, or caregiving, the shift can be especially jarring. Research shows that identity discontinuity (when your current role doesn’t align with your sense of self) can negatively impact self-esteem and motivation (Ibarra & Barbulescu, 2010).

Group support helps bridge this gap.

Group Support as a "Protective Factor"

Peer and group support serve as a "protective factor" during times of disruption (Cohen & Wills, 1985). Protective factors buffer against stress and help people cope more effectively. Studies show that people with access to supportive communities during major life changes report less psychological distress and greater well-being (Taylor, 2011).

In professional contexts, peer mentoring increases self-efficacy, provides emotional validation, and opens doors to opportunity (Ensher, Thomas, & Murphy, 2001). Being part of a group with shared intentions cultivates collective resilience and momentum (Chao, 2009).

For example, in a longitudinal study of women returning to work after caregiving, participants in group-based reentry programs reported higher confidence and stronger career identities than those who navigated alone (Moen, Kelly, & Huang, 2008).

Groups as a Vehicle for Belonging, Reflection, and Confidence

One of the greatest gifts a group offers is normalization. There can be a sense that "we're in this together" when we hear others express the same fears we may have been quietly holding:

  • Should I just go back to what I was doing before or try something new?
  • Will anyone hire me with this gap in my resume?
  • What if I’m not good enough anymore?
  • What if AI is replacing my skills and I'm no longer relevant?

Safe, supportive groups also create space for co-regulation, which is the way our nervous systems calm through being with others (Porges, 2011). In that safety, you begin to see yourself not just through the lens of doubt, but through others’ reflections of your strength, insight, and potential.

In other words, groups can be a place where participants hype each other up. When someone has confidence in you, it becomes easier to have confidence in yourself.

Getting From Stagnation to Momentum

Groups also help you move. They can help you shift from ruminating about doing a thing to actually doing the thing. In one study of early-career professionals, those engaged in peer support reported greater clarity and follow-through on goals than those navigating change alone (Ghosh & Reio, 2013).

Whether it’s a job search circle, a reflective workshop, or even a group text chat with a few trusted friends, the structure and encouragement of a group can keep you from feeling stuck. It builds accountability, shares wisdom, and reduces the pressure to “figure it all out” by yourself.

What Kind of Groups Could Work?

You need a few people with shared intentions, consistency, and mutual respect. That could come in a variety of forms, including:

  • A career transition circle for people changing paths
  • A parent reentry group after time caregiving
  • A one-off class, therapy support group, or focused retreat
  • A recurring check-in with two trusted peers

What can matter most is being witnessed. Because the act of becoming is less terrifying when someone else is there to see you through it.

Final Thoughts: Better Together than Alone

We live in a world that tells us to hustle, push through, and pull ourselves up by our own bootstraps. But real change often begins with recognizing when we could use some help and support from others. Big changes are not meant to be solo endeavors.

Whether you’re reentering the workforce, changing careers, or starting your own venture, when you join a group during a transition, you’re not just gaining a network of support. You’re offering it, too.

Sometimes the fastest way to remember your own value is to help someone else see theirs. In encouraging others, you reconnect with your own confidence, insight, and strength.

It turns out that it's not just misery that loves company: transitions, reinvention, and personal growth do, too.

References

Bridges, W. (1991). Managing transitions: Making the most of change. Perseus Books.

Chao, G. T. (2009). Formal mentoring: Lessons learned from past practice. Professional Psychology: Research and Practice, 40(3), 314–320. https://doi.org/10.1037/a0012658

Cohen, S., & Wills, T. A. (1985). Stress, social support, and the buffering hypothesis. Psychological Bulletin, 98(2), 310–357. https://doi.org/10.1037/0033-2909.98.2.310

Ensher, E. A., Thomas, C., & Murphy, S. E. (2001). Comparison of traditional, step-ahead, and peer mentoring on protégés’ support, satisfaction, and perceptions of career success. Journal of Business and Psychology, 15(3), 419–438. https://doi.org/10.1023/A:1007870600459

Ghosh, R., & Reio, T. G. (2013). Career benefits associated with mentoring for mentors: A meta-analysis. Journal of Vocational Behavior, 83(1), 106–116. https://doi.org/10.1016/j.jvb.2013.03.011

Goodman, J., Schlossberg, N. K., & Anderson, M. L. (2006). Counseling adults in transition: Linking practice with theory (3rd ed.). Springer.

Ibarra, H., & Barbulescu, R. (2010). Identity as narrative: Prevalence, effectiveness, and consequences of narrative identity work in macro work role transitions. Academy of Management Review, 35(1), 135–154. https://doi.org/10.5465/amr.35.1.zok135

Moen, P., Kelly, E. L., & Huang, R. (2008). Fit inside the work–family black box: An ecology of the life course, cycles of control reframing. Journal of Occupational and Organizational Psychology, 81(3), 411–433. https://doi.org/10.1348/096317908X325450

Porges, S. W. (2011). The polyvagal theory: Neurophysiological foundations of emotions, attachment, communication, and self-regulation. W. W. Norton & Company.

Taylor, S. E. (2011). Social support: A review. In H. S. Friedman (Ed.), The Oxford handbook of health psychology (pp. 189–214). Oxford University Press.

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