Two people can lose their jobs on the same day, from the same organization, and need completely different support.
One person we supported wanted to begin contacting people that afternoon. Another met with us, focused first on the decisions and information that mattered immediately, and left the less urgent material until several weeks later. Neither response was wrong.
People do not experience job loss in the same way, so it does not make sense to expect everyone to move through career transition in the same order or at the same pace.
The circumstances surrounding the exit matter, as do the person’s confidence, financial situation, family responsibilities, career stage, years of service, and familiarity with the current job market.
Someone who has worked for the same organization for twenty years may have an impressive history of results but struggle to explain their experience to someone outside that company. Their resume may not have been updated in years, and much of their professional network may be connected to the organization they just left.
Someone else may have changed roles several times and understand the job search process well. They may only need an honest conversation about what they want next, help preparing for a particular interview, or advice about an offer.
Job title does not necessarily tell us what support someone will need. A senior executive may have an extensive network but struggle with confidence, identity, or how to position their experience. Someone in a less senior role may be ready to move quickly but need practical guidance on interviews, current hiring processes, or how to present their skills.
Organizations understandably choose program levels based on factors such as seniority, years of service, and the circumstances of the exit. Once the program begins, however, the support still needs to respond to the individual.
A person who is angry, embarrassed, relieved, or deeply disappointed may need time before they can begin making decisions. Asking them to begin immediately working on a resume may not be particularly helpful. Another person may feel better once they can take action. Updating LinkedIn, identifying potential employers, or contacting their network can help them regain a sense of control.
Even when someone wants to act immediately, it can be helpful to slow down long enough to think about who they are contacting and what they are ready to say. Spending time with trusted friends may be exactly what they need, but sharing the news broadly with valuable professional contacts before they are prepared can affect how they describe what happened and what they want next.
A good career coach needs to recognize the difference and adjust their approach.
This is also why tools and workshops, while valuable, are not enough on their own. A resume template cannot tell someone why they are struggling to explain their value. An interview guide cannot recognize that a person has lost confidence after a difficult exit. An online resource cannot listen to someone describe what they want next and notice that they do not sound convinced by their own answer.
One-on-one coaching creates room for those conversations. A coach can ask better questions, provide honest feedback, challenge assumptions, and help the person focus on what will actually move them forward.
The support may also need to change as the transition unfolds. Someone may begin with a clear plan and rethink it after several interviews. They may receive an offer and need help deciding whether it is right for them. They may realize they do not want another role like the one they just left, or personal circumstances may require them to pause their search and return to it later.
We regularly support people who begin moving very quickly because they feel they should be doing something. Sometimes they simply need someone to give them permission to take a break, process what happened, and return to their search when they are ready. Hearing that they do not need to make every decision immediately can be a significant relief.
Career transitions rarely follow a perfectly organized path, so the support needs to be flexible enough to change as the person’s needs become clearer.
At Gilker McRae, participants can use as much or as little of their program as they need. They can begin when they are ready, pause if life or circumstances require it, and return when the support becomes useful again. Some will use every resource available, while others may only need help with a resume, an interview, or one important decision.
We once supported someone who used the program almost entirely for interview preparation. We worked through screening conversations, behavioural and informational interviews, video interviews, and the preparation required for each stage. After struggling with interviews for years, they secured a role. They did not need every part of the program, but the support they used made a significant difference.
The purpose is not to push someone through a checklist or ensure they complete every part of the program. It is to provide support that is useful to that person at that point in their transition.
For employers, this means the value of a career transition program is not only measured by how many tools, workshops, or resources it includes. It also depends on whether the support can respond to the person receiving it.
Two employees may be offered the same program and use it very differently. That is exactly what should happen when the support is truly personal.
No two people begin a career transition with the same circumstances, concerns, or plans for what comes next. Their support should reflect that.
