But today’s careers don’t always look like ladders. They look like blankets.

A career quilt is made from a variety of experiences stitched together over time. Some squares are intentional — choices you choose to make to change your career. Some come from detours, pivots, or opportunities you didn’t plan for – from a layoff to unexpected life changes. What matters is not whether the path is linear, but whether the pieces fit together in a way that reflects who you are, what you want, and where you create value.

This change in thinking is not just a matter of words. It shows how growth is actually happening today.

Growth is not always a factor

Ladders believe that progress only moves in one direction. Blankets recognizes that growth can come from moving laterally, changing industries, or taking on roles that don’t seem like the obvious next step.

Changing careers doesn’t mean starting over, and trying something new doesn’t automatically mean a step back. These movements often broaden perspective and judgment in ways that a straight climb would not. Professionals who navigate diverse environments tend to see problems more clearly, communicate functions more effectively, and bring context that others lack.

In a world where workplaces and roles are constantly evolving, flexibility and scale are not risks. They are a competitive advantage.

Why is it important now?

Today’s workers are entering organizations with very different expectations and experiences, especially Gen Z. Even early career employees have navigated layoffs, a pandemic, industry disruption and rapid changes in what “solid” work looks like. For many, the idea of ​​patiently climbing a ladder doesn’t really reflect reality. They are already building blankets – and leaders can either recognize that or ignore it at their own peril.

For leaders, this reflects both sides of the talent equation. When hiring, you may see resumes that are unfamiliar. That does not signal a lack of ambition or commitment. This often means that skills are built in a different order. And when it comes to career progression and growth, the reluctance to leave isn’t what it used to be. People are willing to try new things and even take action. Leaders who recognize, support, and speak openly about quilted careers not only attract strong talent. They kept it. Which raises an important next question: how do people with quilted careers clearly communicate the value they bring?

The hidden skill of making sense of your own story

One challenge in a quilted career is explaining it. Just as people expect careers to follow a smooth upward spiral, they also expect a fast, smooth elevator pitch. People with non-linear paths often worry about how their experience and qualifications will be perceived by hiring managers, investors, or senior leaders. This is where intentional framing is important.

Instead of walking through roles chronologically, strong career historians connect the dots. They emphasize the skills they have developed and the value those skills bring today. The sales experience has become a “murder of influence and negotiation.” Time spent managing people becomes “pattern recognition around performance and motivation.” Moving into a new field becomes evidence of “learning agility and self-awareness.”

The real question is not whether the road is familiar. It’s whether it makes sense and what incredible value it creates.

Four filters that guide intelligent career quilting

When deciding which square to add next, the most successful professionals stop before “stitching” a new experience. They considered four questions, inspired by the Japanese concept of Ikigai:

• What am I really interested in?
  Real growth requires curiosity. If the motivation is boredom, obligation, or burnout, the square will not last.

• What am I good at, or could be good at?
  Stretching yourself is healthy. You feel like you’re constantly fighting at the top without making any progress. Progress happens when effort turns into momentum.

• What do people really need?
  The strongest careers are built around solving real problems. Focus on the work people need, not on whatever is trending this year.

• What do people have to pay?
  This is the basic question. Value is not just personal, it is market based. If people are willing to pay for it, they are more likely to go somewhere. That means talking to the people who actually decide how the money is spent.

More than that questions you are asking yourself, there is one more thing to consider: How will this step be understood by people who can give you opportunities? Getting opportunities requires people who are willing to say yes. Define your quilt in a way that builds confidence and shows purpose.

The future belongs to flexible builders

Today’s organizations are increasingly led by people whose careers were once labeled “non-traditional.” They move across industries, functions, and roles. They bring range, not just depth. And they know how to make judgment experience.

Career quilts are built by choices. Some squares were added on purpose, while others were created because the circumstances required them. The job is to decide what to keep, what not to do, and how to make each new square fit the previous ones. Made consciously, those choices create a career that will continue to adapt as the world and life itself changes.

For leaders, this means rethinking how progress is defined, recognized and rewarded. The question is no longer whether a career follows the “right” path, but whether the experiences have built the judgment, perspective, and ability to solve the problems of today – and tomorrow. Leaders who make room for quilted careers don’t just reflect the modern workforce. They help shape it.

The staircase was made for a different era. The quilt was made for this.

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