A career or life transition can make an ordinary question feel much larger than it was before. âWhat should I do next?â may also contain questions about identity, money, belonging, usefulness, energy, family, confidence, and time.
That is why direction can feel difficult even when you have many ideas. You are not choosing between job titles alone. You are trying to make a next step that fits your values, abilities, responsibilities, and present reality.
You do not need a complete life plan before you move. A better aim is to develop a direction that is specific enough to test and flexible enough to learn from. This article offers a practical framework for doing that.
Quick answer
When you are in transition, work through five questions:
- What changed? Name the actual transition instead of turning it into a verdict about yourself.
- What matters now? Revisit values, needs, relationships, and constraints for this season of life.
- What evidence do I have? Separate real experience from fantasy, fear, pressure, and other peopleâs expectations.
- What can I test? Choose a small conversation, task, project, course, or observation before making a large commitment.
- What did I learn? Use the result to refine the next question, not to demand certainty from one experiment.
Career guidance is not only for students choosing a first occupation. The OECDâs work on career guidance for adults describes guidance as relevant to adults navigating changing work, training, and employment pathways. The ILOâs career-development systems guidance also includes information, work exposure, assessment, coaching, mentoring, networking, and skills training as parts of career development.
The common thread is movement between reflection and evidence. A direction becomes clearer when you compare an idea with real activities and conditions.
First, identify the kind of transition
Not every transition asks the same question. Start by identifying what is actually happening.
A chosen transition
You may be changing fields, moving location, returning to study, starting a business, reducing hours, or taking time for a different priority. Choice does not make the transition easy. It can add pressure to make the decision âworth it.â
Useful question: What am I choosing, and what am I accepting as the cost of that choice?
A forced transition
Redundancy, illness, caregiving, financial pressure, migration, conflict, or a change in family circumstances may narrow your options. In this situation, âfind your purposeâ can be an unfair first instruction. Stabilizing income, safety, housing, health, or support may need to come before long-term exploration.
Useful question: What needs protection or stabilization before I can make a larger decision?
A drifting transition
Nothing dramatic may have happened. You may simply notice that your old direction no longer feels convincing, or that several years passed without a deliberate choice. Drift is not proof that you failed. It is a signal that your current path deserves attention.
Useful question: What have I continued by habit, and what still has evidence behind it?
A transition inside the same role
Sometimes the answer is not a new profession. It may be a different team, task mix, schedule, level of responsibility, manager, or way of using your skills.
Useful question: Which part of the situation needs to change: the field, the role, the environment, or the way the work is organized?
Naming the transition prevents an identity question from absorbing a practical problem.
Direction is not the same as a final answer
People often wait for a feeling of certainty before acting. The problem is that certainty is rarely available in advance for decisions involving unfamiliar work, money, relationships, or a new environment.
Direction is a working hypothesis. It can sound like:
- âI want to explore work that combines explaining, organizing, and helping people make decisions.â
- âI need a role with more stability and less constant availability, even if the title is less impressive.â
- âI am curious about design, but I need evidence from real tasks before paying for a long course.â
- âI want to keep my field but move toward mentoring and project ownership.â
Each statement is more useful than âI need to find my one true callingâ because it can lead to an observable next step.
Four evidence buckets
When the future feels vague, collect evidence in four areas. Do not expect them to produce identical answers.
| Evidence bucket | Questions to ask | What it can reveal |
|---|---|---|
| Energy | Which activities leave me more engaged, calm, or depleted? | The kinds of demand and recovery that may be sustainable |
| Interest | What do I repeatedly want to learn, notice, make, solve, or discuss? | Activities worth exploring further |
| Values | What conditions or principles do I want my work and life to express? | Trade-offs I can make consciously |
| Constraints | What must be true about money, location, health, time, care, or credentials? | The boundaries within which a plan has to work |
Constraints are not the opposite of purpose. They are part of the decision. A plan that ignores them may feel inspiring for a day and impossible by the end of the month.
The Work Values Test can help you name conditions such as autonomy, stability, learning, recognition, collaboration, or contribution. The Career Interests Test can help you generate activities to investigate. Use both as prompts, not as automatic career selectors.
Look backward for patterns, not nostalgia
Your past can provide clues, but it should not become a museum of âthe real me.â Review three experiences: one that felt absorbing, one that felt worthwhile, and one that was difficult but taught you something.
For each experience, write:
- What was I actually doing?
- Who was involved?
- What kind of problem was I solving?
- What level of independence did I have?
- What feedback or result showed that the work mattered?
- What part would I not want to repeat?
Look for verbs rather than labels. âI was a project managerâ is less informative than âI clarified a messy goal, coordinated people, and turned uncertainty into a plan.â âI worked in educationâ may hide several different activities: explaining, mentoring, designing, organizing, researching, or caring.
Patterns in activities are more portable than job titles. They can help you examine new roles without assuming the next role must look like the old one.
Separate the pull of a direction from the pressure around it
A transition can contain several voices:
- Curiosity: âI want to know what this is like.â
- Value: âThis matters to me.â
- Fear: âI need to escape the current situation immediately.â
- Approval: âPeople will respect this choice.â
- Scarcity: âI cannot afford to spend long exploring.â
- Habit: âThis is what I have always done.â
None of these voices automatically deserves control. Naming them helps you avoid treating fear or other peopleâs expectations as if they were your deepest purpose.
Try completing these sentences:
- I am drawn toward ______ because ______.
- I am moving away from ______ because ______.
- I am afraid that if I choose ______, then ______.
- The condition I must protect is ______.
- The part I can test within the next two weeks is ______.
If a transition is driven mainly by immediate danger, severe distress, or an unstable practical situation, address that support need first. A purpose exercise should not be used to blame you for circumstances that require help.
Turn a direction into a small experiment
An experiment is not a disguised commitment. It is a bounded way to learn.
If you are curious about a field
Speak with two people who do the actual work, not only someone who describes the industry from a distance. Ask what a normal week contains, what beginners misunderstand, what skills are used repeatedly, and what is difficult even for experienced people.
If you are curious about a task
Do a small version: write a sample, analyze a public dataset, facilitate a short session, redesign a process, repair something, teach a concept, or volunteer for a defined responsibility. Notice the activity itself, not only the imagined identity attached to it.
If you are considering training
Compare the course with the skill gap it is meant to address. What work will the training let you do? Can you see examples of assignments, outcomes, costs, time requirements, and pathways to practice? The OECD notes that adult career guidance can connect people with flexible pathways and training focused on skill gaps. That is more useful than collecting certificates without a clear application.
If you want to change your current role
Ask for one observable adjustment: a project, a mentoring opportunity, a different task mix, a protected learning block, or a clearer ownership area. A small change can reveal whether the problem is the entire field or the current design of the role.
A 14-day transition experiment
Use this plan when you have enough stability for a small exploration. Adapt it if your circumstances require a shorter or more practical focus.
Days 1â2: Write the current facts
List what has changed, what is uncertain, what you must protect, and what decision is actually due. Do not solve the entire future.
Days 3â4: Review past evidence
Choose three experiences and extract the activities, conditions, and outcomes. Circle verbs that repeat.
Days 5â6: Name three hypotheses
Write three possible directions as experiments, not identities. For example: âI will test whether I enjoy research when the question is chosen by someone else,â or âI will test whether a smaller organization gives me the ownership I want.â
Days 7â9: Gather outside information
Have one conversation, read one credible role description, and inspect one real work sample for each promising direction. Notice differences between the imagined job and the actual work.
Days 10â12: Do one small task
Choose the lowest-cost activity that can provide real evidence. Set a beginning, an end, and a question you want the experiment to answer.
Days 13â14: Review without forcing a verdict
Ask:
- What became more interesting when I saw the work up close?
- What became less attractive?
- Which constraint did I underestimate?
- What would I test next if I had another two weeks?
- What support or guidance would make a larger decision safer?
The result may be âcontinue,â âadjust,â âpause,â or ârelease.â All four are useful outcomes.
Use tests as lenses, not as instructions
Self-discovery tools can help you organize a question, especially when the transition feels like a blur. The Ikigain Ikigai Test brings together enjoyment, contribution, development, and practical support. The Strengths in Action Test focuses on how strengths may appear in real behavior. The Sources of Meaning Test can help you reflect on coherence, direction, contribution, connection, and mattering.
These tools answer different questions. A purpose result cannot tell you which qualification is recognized in your field. A strengths reflection cannot show whether a workplace is safe or sustainable. A career-interest result cannot account for every financial or family responsibility.
Use a result in three steps:
- Write down one statement that feels worth investigating.
- Translate it into an activity or condition you can observe.
- Compare the result with what actually happens when you try it.
That process keeps a test useful without allowing it to become a new authority over your life.
When you need guidance from another person
Self-reflection is only one source of information. Consider a career counselor, mentor, teacher, occupational-health professional, financial adviser, employment service, trusted colleague, or community organization depending on the decision.
Ask for a specific kind of help:
- information about a field or qualification;
- feedback on transferable skills;
- a realistic review of finances and timing;
- an introduction to someone doing the work;
- help comparing two offers; or
- support making a plan while your energy is limited.
The ILO strategy on skills and lifelong learning emphasizes that learning and skills systems matter for people adapting to changing work, but access and support are not distributed equally. If a path feels difficult to enter, that is not automatically evidence that you lack potential. It may be a sign to look for better information, funding, mentoring, accommodations, or a different route in.
If the transition feels overwhelming
Major change can affect sleep, confidence, relationships, finances, and daily functioning. If you are experiencing persistent or severe distress, cannot manage basic responsibilities, or feel unsafe, seek appropriate professional or local support. A career decision should not be separated from health, safety, or urgent practical needs.
If you feel in immediate danger, cannot keep yourself safe, or are thinking about harming yourself, contact local emergency services or a crisis service in your country and reach out to someone you trust who can stay with you. Do not wait for a self-discovery exercise to resolve an urgent situation.
FAQ
How do I find my purpose during a career change?
Start with a smaller question: which values, activities, relationships, and conditions do you want to explore next? Then test one hypothesis through a real conversation or task. Purpose often becomes clearer through repeated action and reflection rather than appearing as one final answer.
Should I change careers if I feel lost?
Not automatically. First separate the field from the current role, manager, workload, schedule, environment, and life circumstances. A small role experiment or support conversation may show that one part needs to change. If you decide to make a larger move, compare it with your financial, health, family, and learning constraints.
Can an Ikigai test tell me what career to choose?
No. The Ikigain Ikigai Test can help you reflect on enjoyment, contribution, development, and practical support, but it cannot select a job or guarantee that a direction will fit. Use the result to design a real-world experiment.
What if I have too many possible directions?
Do not compare every possible life at once. Choose two or three hypotheses and compare the activities, constraints, learning requirements, and evidence available for each. A short experiment can reduce uncertainty more effectively than generating another long list.
