Squiggly Careers and Jagged Profiles: Rethinking Success

Do you remember when your careers advisor at school asked you what you wanted to be when you grew up? For most of us, the expectation was to pick a lane and stick to it. Lawyer, doctor, teacher - straight lines to success, or so we thought. At our school, we had this fancy personality questionnaires that told me I should be a journalist or something similar. The Army Careers fella came in and said I would make a cracking officer and they’d pay for my degree. No one thought I would become a teacher - especially not my teachers! When I called Hoppy (my Head of Sixth Form, Dr Hopkinson RIP), to ask him to help me with my UCAS application after two years out, he literally laughed down the phone.

I am no exception. Although I went into a teaching career and stayed there for quite a few years with the normal progression trajectory and a ‘job for life’, things changed for one reason or another. And the stats tell us that more and more people aren’t going on this linear route. Gen-Z can expect to have 16-17 jobs over 5-7 years, according to a report from the University of Queensland. They even give advice on how to succeed with career changes!

So we seem to have entered the world of 'squiggly careers' and 'jagged profiles' - concepts that are shaking up traditional notions of professional development faster than you can say "gig economy". These ideas suggest that the most successful careers of the future won't look like a ladder, but more like a plate of spaghetti. Messy, intertwined, and infinitely more interesting than your standard 9-to-5 grind.

But before we all rush to quit our jobs and become digital nomad-blockchain-consultant-yoga instructors, let's take a closer look at what these concepts really mean, where they come from, and whether they're all they're cracked up to be. Are squiggly careers the answer to our professional prayers, or just another buzzy trend that'll be outdated faster than you can update your LinkedIn profile?

In this piece, we'll look at the world of non-linear career paths, examine the science behind individual differences, and explore how some forward-thinking organisations are already embracing these ideas. We'll also consider the challenges and criticisms of this approach, because let's face it, not everything that glitters is gold (or even a transferable skill).

The End of Average: Todd Rose's Perspective

To understand the concepts of squiggly careers and jagged profiles, we need to start with Todd Rose, a Harvard professor who's made it his mission to challenge our obsession with averages. In his book The End of Average, Rose argues that our entire system - from education to employment - is built on a flawed premise: that there's such a thing as an 'average' person.

Rose's argument goes something like this: imagine you're designing a cockpit for fighter pilots. You might think the best approach would be to design it for the average pilot. Sounds sensible, right? Well, in the 1950s, the US Air Force did exactly that. The result? A cockpit that fit precisely nobody. Turns out, there wasn't a single pilot who was average in all ten dimensions measured. And one of the most successful and celebrated fighter pilots broke pretty much every standard - Killer C - you have to read about them in the final chapter. BUY THE BOOK.

This "average pilot" fallacy extends far beyond cockpits. Rose argues that we've built our entire society around this non-existent average person. Our schools, workplaces, and career paths are all designed for this mythical 'average' individual. The problem? Just like those pilots, none of us is actually average.

Rose introduces the concept of "jagged profiles" - the idea that each of us has a unique set of strengths and weaknesses that don't fit neatly into standardised measures. You might be brilliant at creative problem-solving but rubbish at time management. Or perhaps you're a whizz with numbers but struggle with public speaking. These jagged profiles, Rose argues, are the norm, not the exception.

From a philosophical standpoint, Rose's work challenges the very foundations of how we understand human potential and achievement. It echoes existentialist philosopher Jean-Paul Sartre's notion that "existence precedes essence" - the idea that we aren't born with a predetermined nature, but rather create ourselves through our actions and choices. It also harps back even further to John Locke who argued that we are born as tabula rasa (blank slates) but change based on every experience and thus, go into every situation ‘not blank’ anymore. In the context of careers, this suggests that we shouldn't be constrained by predetermined paths or societal expectations, but should instead forge our own unique ways forward.

Psychologically, the concept of jagged profiles aligns with Howard Gardner's theory of multiple intelligences. Gardner proposed that intelligence isn't a single, general ability, but rather a range of distinct capacities. This mirrors Rose's argument that we each have a unique profile of strengths and weaknesses, rather than being more or less 'intelligent' on a single scale. I am not necessarily advocating that Gardner’s eight categories are as clear-cut as he does so don’t come at me if you find the debunking of his theory. My point is that we aren’t just one thing. I am a multiplicity.

The implications of Rose's work are profound. If we accept that there's no such thing as an 'average' person, then surely we need to rethink how we approach education, hiring, and career development. It's not just about acknowledging that people are different - it's about actively embracing and leveraging those differences.

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Squiggly Careers: Embracing Non-Linear Progression

Now that we've binned the idea of the 'average' person, let's talk about binning the idea of the 'average' career. Enter the concept of 'squiggly careers', a term popularised by Helen Tupper and Sarah Ellis in their book The Squiggly Career.

“We need to forget about plans and focus on possibilities.”

Helen Tupper

So, what exactly is a squiggly career? Well, imagine your professional life as a game of Snakes and Ladders, but with more snakes, more ladders, and the occasional teleport tile. It's a career path that zigs when others zag, that values diverse experiences over linear progression, and that treats sideways moves and even backwards steps as opportunities rather than setbacks.

Your CV might read more like an eclectic playlist than a predictable symphony - I am listening to lofi beats as I write this; I had Biffy Clyro, Blink 182. Michael Jackson and Fleetwood Mac on earlier You might start as a software developer, pivot to project management, take a sabbatical to write a novel, come back as a UX designer, and then launch your own tech startup. Or it might be even squigglier - youth pastor > teacher > keynoter > PT > life coach. To the traditionalists, this might look like a series of false starts. To the squiggly career enthusiast, it's a rich tapestry of experiences, each contributing to a unique and valuable skill set.

But let's be clear: a squiggly career isn't about aimless wandering or job-hopping for the sake of it. It's about intentionally seeking out diverse experiences that align with your values, play to your strengths, and challenge you to grow. As Tupper and Ellis put it, "A squiggly career is about playing the long game, not the ladder game."

This approach resonates particularly well with the younger workforce. A recent survey found that 43% of millennials plan to leave their jobs within two years, and only 28% plan to stay beyond five years. The days of the job-for-life are well and truly over, and the squiggly career model offers a framework for navigating this new reality.

Take, for example, the story of Jade. She started her career as a secondary school English teacher in Liverpool. After five years, she felt burnt out and questioning her career choice. Instead of leaving education entirely, she took a sideways move into educational technology, working for a startup developing language learning apps. This role combined her teaching experience with her interest in technology. Two years later, she leveraged this experience to land a role in a global tech company, working on EdTech policy and building community.

From a philosophical perspective, the concept of squiggly careers aligns with the ideas of existentialist thinkers like Simone de Beauvoir, who emphasised the importance of personal freedom and self-creation. De Beauvoir argued that we are constantly in the process of becoming, and that our choices shape who we are. A squiggly career embodies this idea, treating each professional experience as an opportunity for growth and self-definition.

Psychologically, the squiggly model resonates with Abraham Maslow's concept of self-actualisation - the idea that we all have an innate drive to fulfil our potential. A squiggly career, with its emphasis on continuous learning and diverse experiences, can be seen as a path to professional self-actualisation. It’s about autonomy rather than automation. Oo that is a phrase I like!

However, embracing a squiggly career isn't without its challenges. It requires a high degree of self-awareness, adaptability, and comfort with uncertainty. It also demands that you become adept at articulating the value of your diverse experiences to potential employers or clients. But for those willing to navigate its twists and turns, a squiggly career can lead to a richer, more fulfilling professional life.

AI Generated Image: Midjourney Prompt: photo of people wearing headphones at a disco all dancing to their own tune ar16:9

Squiggly Education: Preparing for Non-Linear Futures

As we reimagine careers, it's crucial to consider how education systems can adapt to prepare students for these non-linear paths. Traditional education, with its focus on standardised testing and rigid curricula, is often at odds with the realities of squiggly careers and jagged profiles. So, how might we reshape education to better equip learners for this new world of work? It will come as no surprise to anyone who has spent longer than about 30 seconds with me that I think we can reimagine education. I have written or spoken about these things extensively so I will just briefly mention them:

1. Emphasise Transferable Skills

Rather than focusing solely on subject-specific knowledge, schools and universities need to place greater emphasis on transferable skills. Critical thinking, adaptability, emotional intelligence, and creative problem-solving are invaluable in navigating squiggly careers. These skills allow individuals to pivot between roles and industries more easily.

2. Learning in a  Project-Based Focus

Implementing more project-based learning can help students develop the ability to apply knowledge across different contexts. This approach mimics real-world scenarios where individuals often need to draw on various disciplines to solve complex problems. It also fosters teamwork and communication skills, essential in most modern workplaces. There are thousands of schools doing this all over the world so we just need to make it more acceptable (I almost wrote ‘the norm’ 🙄)

3. Providing Personalised Learning Pathways

One-size-fits-all education is becoming obsolete. Schools are beginning to experiment with personalised learning pathways that allow students to explore their interests and strengths. This approach aligns with the concept of jagged profiles, recognising that each learner has a unique set of abilities and passions. And AI is supercharging this.

4. Moving to Micro-Credentials and Modular Learning

Universities and other educational institutions are starting to offer micro-credentials - bite-sized qualifications that certify specific skills or knowledge. This modular approach to learning allows individuals to continually update their skills throughout their careers, supporting the lifelong learning necessary for squiggly career paths. (This also echoes Todd Rose’s recommendations.)

5. Integrating Real-World Experiences

Creating space for more real-world experiences into education, through internships, work placements, or community projects, can help students develop practical skills and explore different career options. This exposure can also help learners identify their strengths and interests, informing their future career choices.

6. Teaching Entrepreneurship

Focusing on entrepreneurial skills can prepare students for the possibility of creating their own jobs or even industries in the future. This includes skills like opportunity recognition, resource management, and resilience in the face of failure.

7. Reimagining Career Education

Career education needs to move beyond the outdated model of matching personalities to professions. Instead, it should focus on helping students understand the changing nature of work, the concept of transferable skills, and strategies for navigating uncertainty in their careers.

UK educator Sir Ken Robinson, known for his work on creativity in education and one of the people I wish I had met before he passed, argued that:

"We have to recognise that human flourishing is not a mechanical process; it's an organic process. And you cannot predict the outcome of human development. All you can do, like a farmer, is create the conditions under which they will begin to flourish."

Sir Ken Robinson

This organic, conditions-based approach to education aligns well with the principles of squiggly careers and jagged profiles. It's about creating an educational environment that nurtures individual strengths, encourages exploration, and develops the adaptability needed for future success. However, implementing these changes isn't going to be easy. It requires a significant shift in mindset from educators, policymakers, and society at large. It also raises questions about assessment and qualification standards in a more flexible, personalised system. As a parent of young girls in the system, I may well be my own worst enemy as I expect things to be as I expect in their schools - and expect good grades, extra-curricular activities, highly-qualified teachers, incredible technology. I want to have my cake and eat it! I love cake.

Despite these challenges, the potential benefits are significant. A squiggly approach to education could lead to more engaged learners, better prepared for the realities of modern work. It could help address the skills gap often cited by employers and foster the kind of innovative thinking needed to tackle complex global challenges. The goal isn't to prepare students for a specific job, but to equip them with the skills, mindset, and confidence to create their own paths in a world where shift happens isn’t just a YouTube video shown on teacher PD sessions.

Jagged Profiles: Celebrating Individual Strengths

Now that we've embraced the squiggle, let's talk about celebrating the jagged. Remember Todd Rose's concept of jagged profiles? It's time to go deeper into what this means for our careers and how we can leverage our unique patterns of strengths and weaknesses.

First off, let's bust a myth: being 'well-rounded' is overrated. In fact, Rose argues that the pursuit of being average at everything is a surefire way to mediocrity. Instead, he advocates for what he calls 'jagged profiles' - the unique constellation of strengths and weaknesses that make each of us who we are. He uses a brilliant phrase which sums up much of society’s perspective: we want to be the same but better. It’s obviously an oxymoron but it’s prevalent everywhere as a way of thinking.

Think about it like this: if you were building a football team, would you want 11 players who were all equally good at every aspect of the game? Or would you prefer a mix of specialists - strikers with a killer instinct for goal, defenders with an uncanny ability to read the game, midfielders with pinpoint passing accuracy? The strongest teams are made up of players with complementary jagged profiles. There are only a few of us that are all-rounders - isn’t that right, Phil Neville?!

The same principle applies in the workplace. Whilst there is increasing specialisation and rapid technological change, it's often our spikes of excellence - not our overall averageness - that make us valuable. Take the example of Dyslexic Thinking, a term coined by Made By Dyslexia to reframe dyslexia as a different way of thinking rather than a disorder. People with dyslexia often struggle with reading and writing but excel in areas like problem-solving, creativity, and spatial reasoning. Virgin Group founder Richard Branson, a proud dyslexic, has credited his condition with giving him an edge in business. "I see my condition as a gift, not a disability," Branson has said. "It has helped me learn the art of delegation and given me a unique way of thinking that has fuelled my success."

The concept of jagged profiles challenges the Platonic ideal of perfection. Plato argued for the existence of perfect 'forms' that earthly things could only imperfectly imitate. The jagged profile concept, in contrast, suggests that our 'imperfections' - our departures from the average - are what make us valuable and unique. But it aligns with positive psychology's emphasis on strengths-based development. Researchers like Martin Seligman have argued that we're better off focusing on developing our strengths rather than trying to correct our weaknesses. This approach not only leads to better performance but also to greater engagement and satisfaction. Imagine schools where we didn’t have to miss PE to do extra physics but learnt concepts about force whilst playing basketball. That era is here. I keep showing the video from Google I/O about NotebookLM that does this very thing. You can watch it by clicking the graphic below ⬇️

The concept of jagged profiles also ties into the psychological theory of cognitive diversity. This theory suggests that teams with diverse cognitive profiles - different ways of thinking and problem-solving - outperform more homogeneous teams. By embracing our jagged profiles, we can contribute to this cognitive diversity and drive innovation.

We know that leveraging your jagged profile requires a shift in mindset. It's about reframing what you might have seen as weaknesses into potential strengths. For example, if you're not great at detailed, methodical work but excel at seeing the big picture, that's not a flaw - it's a valuable trait for strategic roles.

So, embrace your jaggedness. Your unique combination of strengths and weaknesses isn't a flaw to be corrected - it's your personal competitive advantage.

The Problem with Averagarian Thinking

Let's take a moment to consider why these ideas matter. The problem, in a nutshell, is what Rose calls "averagarian thinking" - the deeply ingrained belief that we can understand individuals by comparing them to an average. This averagarian mindset pervades our workplaces in numerous ways:

1. Job Descriptions: How many times have you seen a job ad asking for a 'jack of all trades' or someone who's 'equally strong' in a dozen different areas? This is averagarian thinking in action, ignoring the reality of jagged profiles. Worst still, it asks for a 2:1 in X degree or a GPA score of y.

2. Performance Reviews: Traditional performance reviews often use standardised criteria, attempting to measure everyone against the same 'average' benchmark. This approach fails to recognise and leverage individual strengths. Worst still, it is done at the same time each year, rushed for HR to sign off pay rises (or not!)

3. Career Progression: Many organisations still cling to rigid career ladders, assuming everyone should progress in the same linear fashion. This ignores the potential benefits of diverse experiences and non-traditional career paths. Worst still, it is a jobs for the boys or promoting the same type of person to leadership and we are left with The Peter Principle. Again.

4. Training and Development: One-size-fits-all training programmes assume that everyone needs to develop the same skills in the same way. This neglects the unique learning needs and potential of each individual. Worst still, we have to stay after work to do another behaviour management course with an expert when we have brilliant relationships that lead to student engagement in our classes.

Averagarian thinking reflects what philosopher Michel Foucault called "normalisation" - the process by which society creates and enforces norms of behaviour and performance. Foucault argued that these norms serve as a form of social control, shaping individuals to fit societal expectations rather than allowing for true individuality. This kind of thinking also taps into our innate desire for social comparison. Psychologist Leon Festinger proposed that we have a drive to evaluate ourselves by comparison to others. In the workplace, this can manifest as a constant measuring of ourselves against an 'average' or 'ideal' employee - a comparison that's often neither accurate nor helpful. Think Big Mac posters vs what it is in your paper bag from Deliveroo.

Moreover, averagarian thinking can lead to what psychologists call the "Pygmalion effect" or self-fulfilling prophecy. If we're constantly measured against an average standard, we may unconsciously adjust our performance to meet that standard, rather than striving to excel in our areas of strength. The consequences of this averagarian thinking can be severe. It leads to disengagement where people feel their true strengths are undervalued. It results in teams lacking diversity of thought and experience. And it stifles innovation by forcing everyone into the same mould.

As Rose notes, "When we design for the average, we design for no-one." In the workplace or the classroom or the factory, this means we're often failing to get the best out of our people and missing opportunities for true excellence.

AI Generated Image. Midjourney Prompt: Statistical bell curve graph, clean white background, professional data visualisation style, smooth curved line forming a symmetrical bell shape, x and y axes clearly visible, one prominent red dot far to the right representing an outlier data point breaking the average, minimalist design, high contrast ar16:9

While averagarian thinking is still prevalent, some forward-thinking UK companies are starting to embrace the concepts of squiggly careers and jagged profiles. Let's look at a few examples:

Innocent Drinks

This smoothie company is famous for its quirky culture and non-traditional approach to hiring. They value potential and attitude over specific experience, often hiring people into roles that don't match their background. For instance, they once hired a former police officer as a creative writer based on his witty application. This approach aligns with the idea of jagged profiles, recognising that valuable skills can come from diverse experiences.

Deloitte UK

The professional services firm has introduced a programme called "Deloitte Careers Passport", which allows employees to move between different business areas and roles. This supports squiggly career paths within the organisation, helping retain talent by offering diverse experiences. It's a practical implementation of the idea that career growth doesn't have to be linear.

Timpson

This high street retailer is known for its unconventional hiring practices, including recruiting ex-offenders. They focus on character and potential rather than traditional qualifications, recognising that valuable skills can come from diverse life experiences. This approach embodies the philosophy of looking beyond average metrics to find unique strengths.

Monzo

The digital bank has implemented a 'Progression Framework' that allows for multiple paths of advancement, not just the traditional management track. This recognises that leadership isn't the only way to progress and values technical expertise equally. It's a great example of embracing jagged profiles in career development.

ARM Holdings

The tech company uses a 'skills passport' system, allowing employees to develop and track skills across different areas of the business. This supports internal mobility and helps employees build T-shaped skill sets, aligning with the concept of squiggly careers.

These companies are demonstrating that embracing non-traditional career paths and recognising individual strengths can lead to a more engaged, innovative, and effective workforce. Their approaches reflect a shift in thinking that aligns with psychological theories of motivation and engagement.

For instance, Monzo's multiple progression paths align with Self-Determination Theory, developed by psychologists Edward Deci and Richard Ryan. This theory suggests that intrinsic motivation is driven by autonomy, competence, and relatedness. By offering various career paths, Monzo is supporting employee autonomy and allowing individuals to develop competence in areas that align with their unique strengths.

Similarly, Timpson's focus on character over qualifications reflects a growth mindset approach, which values potential and effort over fixed traits, encouraging learning and development. It also acknowledges that your past or present doesn’t need to determine your future. A leopard can change its spots; it just needs the right environment in which to do so, and probably a helping hand or three.

The idea of squiggly careers and jagged profiles aren't just theoretical concepts - they're being successfully implemented in various UK businesses, with positive results for both employees and organisations.

Challenges and Criticisms of the Squiggly Career Model

While this approach might offer exciting possibilities, it’s not without challenges and critics. It wouldn’t be TIG of us to not consider some of the potential downsides, would it?

Firstly, it could lead to a lack of specialisation. Some argue that constantly switching between roles or industries might prevent individuals from developing deep expertise in any one area. In fields where specialist knowledge is crucial, this could be a significant drawback. I have written previously about the need for generalists AND specialists so it’s not necessarily an either/or.

Also, squiggly careers might lead to periods of unemployment or underemployment as individuals transition between roles. This could be particularly challenging in economic downturns. Going into the ‘gig’ world isn’t for everyone at every stage of life. If you have dependents or particular challenges, moving into a new arena with the associated risk might not be yet.

There is often difficulty in measuring progress with non-linear career paths so it can be harder to benchmark progress or compare oneself to peers. This might lead to feelings of uncertainty or imposter syndrome. Although I argue that we need to measure ourselves against yesterday’s self, with a PB mentality, there are often times when we do need to compare, e.g. when getting credit to buy a house or when finding clothes in a particular size.

One concern that needs to be front and centre is the issue of privilege. Critics argue that the ability to pursue a squiggly career might be a privilege not available to everyone. As I have said, those with financial constraints or family responsibilities might not have the luxury of taking career risks or sabbaticals. Also, it is not true that everyone has the opportunity to pursue neuroscience or pottery or the stock market because of their post code, criminal record or internet access. We have to work harder to make society and work more equitable.

A final consideration for now is how it can be organisationally challenging. For companies, managing a workforce with diverse, non-linear career paths can be complex. It requires flexible systems and a shift in organisational culture that many companies might struggle to implement. It also might mean that salary bands, holiday patterns and working hours might need to be flexible, which might not always be possible. We can’t have nurses working from home can we?

These challenges tap into some fundamental human needs and fears. The lack of clear progression in a squiggly career might conflict with our need for certainty and status, as outlined in David Rock's SCARF model of social threats and rewards. The squiggly career model raises questions about the nature of expertise and the value of generalist versus specialist knowledge. It echoes the age-old debate between depth and breadth of knowledge, famously captured in Isaiah Berlin's essay The Hedgehog and the Fox. I wrote about this in FRiDEAS #34 if you want to have a gander.

AI Generated Image. Midjourney Prompt: jagged people profiles ar16:9

The Future of Work: Jagged Profiles in Recruitment and Development

Despite these challenges, rethinking jobs and people is likely to become increasingly relevant as we move into the future of work. They might reshape recruitment and development by moving away from focusing on job titles or years of experience towards skills-based hiring practices. This could involve practical assessments or project-based interviews that allow candidates to showcase their unique strengths.

Rather than one-size-fits-all training programmes, we might see more personalised development plans that leverage individual jagged profiles. Likewise, companies might move away from rigid hierarchies towards more fluid structures that allow for easy movement between roles and departments. The ability to learn and adapt might become more valued than specific technical skills.

I think we might see a rise in 'portfolio careers', like mine, where individuals balance multiple part-time roles or combine employment with entrepreneurship. This shift aligns with theories of adult development that emphasise continual growth and adaptation. It also resonates with the concept of 'protean careers', introduced by Douglas Hall, which emphasises self-direction and personal values in career management.

As a recent McKinsey report said: "We're going to need jobs that are skill-based, don't necessarily require college degrees, and are colocated in communities where they could use the jobs"

Navigating Your Own Squiggly Path

As we've explored the concepts of squiggly careers and jagged profiles, it's clear that the world of work is changing. The traditional, linear career path is giving way to more diverse, adaptable approaches that celebrate individual strengths and experiences. But what does this mean for you? Here are five key takeaways:

1. Embrace your jagged profile: Identify your unique strengths and seek out opportunities to leverage them. Have you actually sat down and thought about what you’re good at and what you enjoy? Are you embracing that or ignoring it?

2. Be open to diverse experiences: Don't shy away from sideways moves or even steps backward if they offer valuable learning opportunities. It’s not always up and to the right with a higher pay packet.

3. Develop your narrative: Learn to articulate how your diverse experiences contribute to your unique value proposition. You can tell this story on socials or even better when having actual conversations!

4. Stay adaptable: In a rapidly changing job market, the ability to learn and pivot is often more valuable than specific technical skills. That means looking to upskill in novel areas too.

5. Seek out progressive employers: Look for companies that value diverse experiences and offer opportunities for internal mobility. Ask that question at your next interview, I dare you.

Remember, your career doesn't have to be a straight line to be successful. It can be a beautiful, messy squiggle - as long as it's authentically yours.

A little bit extra...

So, I had this article all finished up and then I heard about the Squiggly Careers podcast from my friend, Daren White. I can't believe I have never heard of this before. Over 400 episodes in the bag and a brilliant initiative called Squiggly Sprint which is a free 20-day learning experience to accelerate your career development. All you need is 7-minutes per day and you can pick up loads of skills that will help in navigating the squiggles. I have signed up and love it! If you have got this far in the article and not given up, I reckon you will love it too. Click the image below to get involved.

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