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Good Question: Is it worth it to pursue a lateral career move?



Q: I’ve been offered a new role that I think is more of a lateral move than a promotion, and my current position is a good one. Since it’s not a big step up, I’m having trouble evaluating whether or not to pursue the opportunity. It’s within the organization I work for now, so that’s not a factor. Any tips on how to decide if I should change positions, or stay in my existing role?


Christine Laperriere, Executive Director of the Women of Influence Advancement Centre, gives her advice:


Many accomplished professionals have dealt with this same conundrum at some point during their career, whether it’s an offer of a new role within their current organization, or an outside opportunity to shift gears. And although there are numerous things to consider, it’s useful to consider four common areas that make up a great position:


1. Your boss.

As we all know, people often quit their boss, not their job. Having a great boss is the central theme over and over again in why people stay in a role versus leave a role. As you are evaluating whether or not to stay or go, ask yourself how much you enjoy working for your existing boss and think about who your future boss might be if you change roles. And to go a step further, many people today are choosing to start small businesses and forgo a boss all together. This can be a great option if you prefer this style of work — but for some professionals, having your end customers as your “team of bosses” can pose a different set of challenges.


2. Your skills.

Another area to consider in a role is what type of skill this role requires to be excellent at the position. As human beings, we love to do work we feel we are competent in and that we have room to excel in. As you evaluate this position, does it leverage your best skills? Is there room for you to grow new skills that will be valuable in the future? If you don’t know, this is a great time to create a list of some of the skills you bring to the table.


3. Your Instincts.

Thinking about your natural working instincts can really lead to a few ah-ha moments about why you love or don’t love a specific role. Many years feeling very frustrated in my role as an engineer, I took a Kolbe assessment that helped me see that my personality type was improvising and creative while engineers were typically very data driven. Finally, I understood why even when working for a great boss, I often found I didn’t enjoy my engineering work enough to stay in that role for the long run.


4. Your Engagement.

Sometimes people can have the “perfect job,” but for some reason it doesn’t feel rewarding. Work you love comes from being interested in what’s going to happen in that role, with that company, and/or within that industry and customer base. A great job strokes our curiosity in a way in which we feel engaged in what we are doing for long stretches of time — like turning pages in a suspenseful novel, we want to know what happens next. Sometimes, when we’ve been in a job too long, we just lose that “spark.” If this sounds like you, give yourself permission to explore new opportunities; that’s a sign that you might be ready to learn something new.



So, if you are considering a change in position, I heavily encourage you to compare your existing position in each of these areas to what you know about the prospective position.  That can act as a great starting point to thinking through your decision. Furthermore, consider using this list of categories to help you research new roles and create questions to ask as you are investigating new positions. If you find a role that ranks high in each area for you, it might be worth taking a risk and trying something new.



To learn more about how you or your company can engage the Women of Influence Advancement Centre, you can reach out to Christine directly at

Christine Laperriere is a seasoned expert on helping leaders and teams reduce internal conflict, improve employee engagement, and more effectively engage with customers and prospects. Working with the Women of Influence Advancement Centre and through her own consultancy, Leader in Motion, she has spent the past ten years teaching hundreds of leaders how to be more effective through her “Leadership through Conflict & Change” course, and helped many with specific challenges through private executive coaching. Her background includes an undergraduate and master’s degrees in mechanical engineering, certifications in psychotherapy and executive coaching, along with years in management consulting focused on implementation, change management and culture change initiatives.