Take the last three pieces of work where you were genuinely the right person in the room. The point is not to list duties. It is to recover the judgement, contribution and evidence underneath the title.
Three pieces of work. Three questions each.
- What was the actual difficulty?
Not the topic. The difficulty. For example: four departments using incompatible definitions of the same number. - What did I do that someone else in my role might not have done?
Look for the judgement call, not the effort. “I worked harder” is not the capability. - Who would call me again for this—and what would they say I was good at?
If you can name the person, their language is often more precise than your own.
Then translate the pattern.
Role: Senior programme manager.
Contribution: turned a six-country funding cut into a workable reprioritization plan.
Capability: makes defensible trade-offs across competing stakeholders under uncertainty.
Evidence: a cross-country plan leadership could use to decide what continued, changed and stopped.
What becomes portable?
Read your nine answers again and mark the difficulty you would still be willing to work on in a completely different institution or sector. That is a better starting point for exploring adjacent futures than your title alone.
Then ask:
What do I repeatedly do well that travels across contexts?
What real example would make this credible to someone who has never worked with me?
Under what conditions does this capability produce my best work?
Where else is this difficulty worth solving?
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The full Career Reset method develops a portable-value profile before moving into career criteria, hypotheses and experiments.
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