At a time when employees are increasingly told that they themselves must take full control of their careers, management and organization expert Claire Schulze Schleithoff offers an important counterpoint.
Her research shows that career ownership can indeed provide direction, autonomy, and a sense of purpose, but that it also has a downside that often remains underexposed in public debate.
Drawing on four empirical studies, Schulze Schleithoff examined how people deal with the unpredictable and sometimes messy reality of working life. Her findings show that those who feel fully responsible for their careers not only experience successes as their “own achievements”, and manage to transform difficulties into a sense of embracement, but also take disappointments very personally - especially disappointments about themselves when they do not manage to deal with such challenges. When choices turn out differently than hoped, work loses its meaningfulness, or passion fades or becomes unhealthy, an insufficient response can lead to self-blame, and a feelings that ultimately foster regret.
Schulze Schleithoff argues that career ownership therefore has a double effect. On the one hand, it helps people experience their work as meaningful and to consciously shape the direction of their careers. On the other hand, it makes them more vulnerable when circumstances turn against them- for example during reorganizations, when advancement opportunities are limited, or when choices only appear misguided in hindsight. She concludes that careers are inherently imperfect, and that learning how to deal with this imperfection is crucial for sustaining a healthy and meaningful working life.
Rethinking work and careers
According to Schulze Schleithoff, these insights call for a different way of thinking about work and careers. Responsibility does not lie with individuals alone; organizations, educational institutions, and policymakers also have an important role to play. People should learn early on that careers rarely follow a linear path and that adjustment, failure, and starting over are part of the process. Coaching and career education can help develop realistic expectations and connect ownership to resilience and flexibility.
Organizations, too, play a key role. By investing in open communication, psychological safety, and development opportunities, they can support employees in taking ownership of their careers without leading to overload. Acknowledging setbacks and creating space for recovery, the research suggests, reduces the risk of long-term regret and burnout.
Finally, Schulze Schleithoff argues for a broader societal shift. By reducing the stigma around failure and recognizing difficulties as a natural part of learning and growth, space is created for stronger and more adaptable workers. This benefits not only individuals, but also a labor market in which sustainable and meaningful careers are becoming increasingly important.