Abstract
The Squiggly Career, written by Helen Tupper and Sarah Ellis (2020), offers a contemporary and practice-oriented exploration of career development in an era defined by uncertainty, flexibility and continuous change. The authors challenge the enduring metaphor of the career ladder, proposing instead the concept of a ‘squiggly career’, a trajectory characterised by lateral movement, skill diversification and evolving aspirations. This reconceptualisation reflects the lived realities of modern professionals. Their careers are increasingly shaped by transitions, disruptions and redefinitions, rather than linear progression.
The book’s core contribution lies in its alignment with emerging trends in career management, particularly the shift toward self-directed and adaptive career paths. In contrast to traditional career models that emphasise hierarchical advancement and long-term organisational commitment, Tupper and Ellis foreground the importance of skills, networks and personal values as central drivers of career development. This perspective resonates with contemporary frameworks such as career adaptability, which emphasises individuals’ capacity to cope with change and uncertainty. In addition, it portrays employability models that highlight the role of adaptability, identity flexibility and social capital in sustaining career success.
A key strength of the book is its strong practical orientation, with its emphasis on actionable tools and reflective exercises—‘strengths mapping’, ‘values identification’ and ‘network building’, enabling individuals to manage their careers actively. Rather than positioning career development as a linear plan, the authors present it as an ongoing process of reflection, experimentation and adjustment. This shift from planning to navigating is central to the idea of a ‘squiggly career’, where success depends on continuous learning, self-awareness and the ability to respond effectively to change.
Strengths mapping is a foundational strategy that encourages individuals to move beyond static job descriptions and identify patterns in what they do well, enjoy and are recognised for. The authors distinguish between strengths and skills, emphasising that strengths are activities that energise individuals and lead to sustained performance. Mapping these across different roles and experiences enables individuals to make more intentional career decisions. It helps them to pursue opportunities aligned with both their capabilities and motivations, thereby enhancing engagement and long-term satisfaction.
Value identification is a critical tool for aligning career choices with personal priorities. The authors argue that individuals often make decisions based on external expectations, leading to misalignment and dissatisfaction. Through reflective exercises, readers are encouraged to clarify what matters most to them, such as autonomy, impact, security or creativity, and use these values as a lens for evaluating opportunities. It reinforces the idea that career success is subjective and should be rooted in individual purpose rather than conventional markers.
The authors frame network building as a deliberate, relational process rather than a transactional activity. Tupper and Ellis emphasise the importance of cultivating a diverse and dynamic network. It includes not only strong ties but also weaker, more peripheral connections that can provide new perspectives and opportunities. They advocate for proactive engagement, such as seeking out conversations, sharing ideas and building sustained relationships over time, highlighting that networks are critical sources of learning, support and career mobility in uncertain environments.
Beyond these tools, the book advances a broader career strategy centred on adaptability and experimentation. The authors suggest that careers are evolving portfolios of experiences rather than fixed pathways, where lateral moves and skill shifts are integral to growth. This perspective normalises transitions. It reduces the stigma associated with non-linear careers, encouraging individuals to approach change with curiosity rather than apprehension, while maintaining direction and purpose.
However, despite its strengths, the book’s emphasis on individual agency presents certain limitations. The strategies outlined assume a degree of autonomy and access to opportunities that may not be universally available. Structural constraints such as labour market inequalities, organisational hierarchies and socio-economic barriers are not sufficiently addressed by the authors, limiting the applicability across contexts.
Despite these limitations, The Squiggly Career captures a fundamental shift in how careers are understood and managed now. The book reflects a broader transformation in the nature of work. To them, careers are no longer defined by stability and upward progression within a single organisation, but by continuous learning, lateral movement and evolving professional identities.
In conclusion, Tupper and Ellis provide a timely and insightful perspective on modern career development for human resources professionals, academics and business leaders.