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The Career Management Cycle is a practical, client-focused model that helps people manage their career development. It consists of six stages: motivation and readiness, decision-making, self-awareness, opportunity awareness, transition, and resilience. The cycle encourages reflection, planning, and adaptability in a changing job market (Hambly and Bomford, 2018).

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Referring to The Career Management Cycle (Hambly and Bomford, 2018), I currently see myself in the Transition phase. Previously, I worked as an HR Specialist in a more administrative HR role. Now, while studying for my MSc in Global HRM, I have discovered a strong interest in recruitment - especially through the Talent Acquisition module, where I felt most engaged and fulfilled. I am actively preparing for a career shift and planning to apply for Recruitment Consultant roles after graduation. This phase is about translating my learning into action, aligning my career direction with my strengths in psychology and people-focused work, and getting ready to enter the field with clarity and confidence.

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Table created by the author, based on Beedie, Terry and Lane (2005).

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Reflective exercise completed during Personal Development classes, exploring three potential future career scenarios (Gold, Silver, Bronze) based on individual definitions of success.

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What does Future Career Success look like? 

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What does Future Career Success look like? 

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Values developed during a class exercise where our task was to reflect on what matters to us, what drives us, and what gives us a sense of fulfilment.

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Activity 1: Exploring my Strenghts Profile

Your reaction to your profiles, your similarities & differences
Many of the realised strengths in my profile were not surprising. I have long been aware of my self-awareness, empathy, and ability to build rapport quickly. I am often told that people enjoy my stories and sense of humour, and I naturally place high value on connection and fairness. These results strongly reflect the qualities I recognise in myself.

What have you learnt about yourself from the profile?
I have come to understand that these strengths are not merely aspects of my personality - they are valuable professional assets that I can intentionally apply in my career. I now see more clearly how central empathy and self-awareness are to the way I engage with both people and work, and how important it is to continue nurturing them.

What has surprised you?
The greatest surprise was seeing Change Agent listed as my top unrealised strength. While I am confident supporting others through personal or psychological transitions, I have often questioned whether I am capable of leading change in a business or professional context. This result encouraged me to reflect on my potential and consider that I may be more equipped for this role than I previously believed.

Why are the realised strengths important to you? Which strengths are you most proud of?
These strengths reflect the type of HR professional I aspire to be: caring, fair, reflective, and supportive. I am especially proud of Empathic, Self-awareness, and Rapport Builder, as they enable me to foster meaningful interactions — a quality I aim to bring into both recruitment and broader HR practice.

Activity 2: Impact of Learned Behaviour & Weaknesses

What learned behaviour drains you most?
Competitiveness is the most draining of my learned behaviours. While I may enjoy healthy competition when I feel confident, any self-doubt can quickly turn it into a source of stress. Moreover, I tend to associate competition with the need to “defeat” others, which does not align with my personal values of fairness and collaboration.

How do your learned behaviours impact you?
These behaviours drive me to set high standards and push myself to achieve more. However, they also contribute to internal pressure and self-criticism. I often focus on what I could have done better, even when I have achieved a great deal, which can lead to perfectionism and emotional fatigue.

Explore if your weaknesses are life or career critical for an HRM career
Writer was a somewhat surprising weakness. I would not consider writing to be something I strongly dislike - in fact, when I am confident in the subject matter, I enjoy organising and articulating ideas. That said, written communication is an essential skill in HR, so this is an area I intend to manage and improve strategically.

How could you use your strengths to compensate?
My strengths such as Planner and Narrator can help me structure content in a clear and engaging way. Additionally, Self-awareness enables me to recognise when I need feedback or collaboration to enhance the quality of my written work.

Activity 3: Action Plan – Developing Unrealised Strengths

Rank your unrealised strengths – what would you love to do more of?

1. Change Agent – Although it still feels intimidating, I aspire to become someone who can lead meaningful, people-focused change.

2. Self-belief – As someone who often doubts her own abilities, developing this strength is essential for both personal and professional growth.

3. Enabler – Supporting others in their development is something I find deeply fulfilling, and I would welcome more opportunities to do so in a professional context.

How critical are these for your future HRM career?
All three strengths are highly relevant to a future in HR:

Change Agent will allow me to guide both clients and candidates through key transitions.

Self-belief is crucial for presenting myself with confidence in a competitive field.

Enabler aligns directly with the developmental role HR plays in helping individuals reach their full potential.

Gather any evidence – when have you used these strengths in the past?

Change Agent: I successfully adapted to moving to the UK, navigating a different academic and cultural system. I have also supported friends through life transitions, often providing a calm and reassuring presence.

Self-belief: Even when experiencing fear or doubt, I have taken bold steps - such as applying for university abroad or pursuing unfamiliar challenges - and persisted through them.

Enabler: I have trained new employees at work and supported friends in identifying their strengths and planning next steps, often informally but effectively.

Make a list of opportunities to develop the strength (no matter how small or unrealistic)

Take ownership of small-scale change initiatives at work or university.

Develop Self-belief through regular reflection, self-affirmation, and tracking achievements.

Actively request feedback to support ongoing development.

Improve written communication by sharing career-related content on LinkedIn.

Seek out tasks or roles that lie slightly beyond my current comfort zone.

Excitement – which are the most exciting to be used for the future?
Change Agent is the most exciting - perhaps precisely because it still feels a little out of reach. I envision a future version of myself confidently guiding others through change, with clarity, purpose, and empathy. Becoming that person would be a meaningful achievement.

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Based on my professional experience and my career aspirations in recruitment and talent acquisition, I have identified the following nine skill areas as essential for success in HRM:

1. Communication Skills – Effective and professional communication is essential for building trust, clearly explaining processes, and fostering a positive experience for both candidates and stakeholders.

2. Relationship Building – In recruitment, it is crucial to build trust and rapport with both clients and candidates. Strong interpersonal relationships facilitate mutual satisfaction and long-term collaboration.

3. Recruitment & Talent Acquisition – As the core area of my intended career path, these competencies underpin the ability to source, evaluate, and engage talent in alignment with business needs.

4. Ethical Awareness & Integrity – A recruiter must act responsibly and transparently, balancing the needs of both clients and candidates while adhering to legal, ethical, and organisational standards.

5. Data Literacy & HR Technology – Proficiency in ATS tools and platforms such as LinkedIn is essential. Furthermore, the ability to interpret recruitment data will support informed decision-making and continuous process improvement.

6. Leadership & People Development – As I aspire to lead a team or transition into a Talent Acquisition Partner role, I recognise the importance of guiding others, providing feedback, and supporting development.

7. Change Management – In any senior recruitment role, managing change - whether in hiring strategies, business structures, or team dynamics - is a critical competency.

8. Resilience & Self-Management – The ability to work under pressure, manage multiple vacancies simultaneously, and maintain focus is essential in a fast-paced recruitment environment.

9. Strategic Thinking & Business Acumen – Understanding how recruitment decisions align with wider organisational goals will enable me to contribute meaningfully to long-term business strategy.

These skill areas reflect both my current strengths and the strategic direction in which I intend to develop as an HR professional.

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Experience
During Bootcamp 1, we explored the Career Management Cycle and were asked to identify which stage we currently relate to most. We also engaged in a range of reflective activities such as the Gold/Silver/Bronze future career scenarios, the Strengths Profile, the Postcard to My Future Self, and a Core Values exercise. Each task encouraged me to look inward and think critically about what drives me, what I consider success, and how I might structure my career around who I truly am.

Feelings
Coming into the first session, I did not quite know what to expect. I was positively surprised by how the bootcamp guided me into such deep reflection. These were not typical academic exercises - they were creative, and at first even felt a bit unusual or not entirely logical (especially the postcard activity). But completing them made their purpose clear. What seemed abstract at first actually brought things into focus. I realised this was not just about planning a career - it was about understanding myself. At moments I felt excited, but also relieved. I felt like I had gained a new perspective on internal questions I had been carrying for a while.

Evaluation
One of the strongest takeaways was realising that my personal values - such as empathy, fairness, and connection - are not just personal, but professional strengths. The Strengths Profile gave me a fresh perspective: I discovered that the things I have been hesitant to pursue, like leading change, are actually part of my unrealised potential. That gave me both hope and confidence. The activities, though unconventional, were cleverly designed - creative, engaging, and emotionally impactful. The biggest challenge was initially identifying where I am in the Career Management Cycle. When I first looked at it, I felt like I was in several stages at once, and narrowing it down took time and reflection.

Analysis
The key insight I gained from this bootcamp is that my personality isn’t just part of who I am – it is one of my most valuable tools in my career. My natural way of thinking, relating to others, and processing experiences can be a real asset in my professional life, especially in HR roles that require emotional intelligence and adaptability. I also realised that some of the qualities I have overlooked or second-guessed – like my ability to guide others through change – might actually be central to my future career. Discovering “Change Agent” as a top unrealised strength was a shift in how I see myself. It encouraged me to view my potential more generously and to trust that I might be more capable than I’ve given myself credit for.

Conclusion
This bootcamp helped me connect the dots between self-awareness, strengths, and career direction. I now see more clearly how my values and inner motivations influence the kind of professional I aspire to be. What stood out most was realising that I want to work in recruitment and talent development not just because of the tasks, but because I believe my personal values genuinely align with what a great recruiter represents. Qualities like empathy, fairness, and supportiveness are already part of who I am - I simply need to keep developing and nurturing them.

Action

Develop my unrealised strengths, especially “Change Agent” and “Self-Belief”, by actively seeking opportunities to step into unfamiliar or slightly challenging roles.

Revisit my Strengths Profile regularly to reflect on progress and stay aligned with my development goals.

Refine my CV and LinkedIn profile to better highlight my values, strengths, and people-focused approach.

Seek feedback from peers, mentors, or tutors to gain perspective and reinforce self-belief.

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Gibbs' Reflective Cycle (1988) is a six-stage model designed to support deep reflection. It guides individuals through describing an experience, exploring their thoughts and feelings, evaluating the situation, analysing what happened, drawing conclusions, and planning future actions. It is often used in professional and academic contexts to improve learning from experience (Adeani, Febriani and Syafryadin, 2020).

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Adeani, I.S., Febriani, R.B. and Syafryadin (2020) ‘Using Gibbs’ reflective cycle in making reflections of literary analysis’, Indonesian EFL Journal, 6(2), pp. 139–148. doi: 10.25134/ieflj.v6i2.3382.

Bandura, A., 2004. Health promotion by social cognitive means. Health Education & Behavior, 31(2), pp.143–164. doi:10.1177/1090198104263660

Beedie, C.J., Terry, P.C. and Lane, A.M., 2005. Distinctions between emotion and mood. Cognition and Emotion, 19(6), pp.847–878.

Csikszentmihalyi, M., 1990. Flow: The psychology of optimal experience. New York: Harper & Row.

Hambly, L. and Bomford, C. (2018) ‘Creative Career Coaching: Theory into Practice’, Indian Journal of Career and Livelihood Planning, 7(1), pp. 58–59.

Maslow, A.H., 1943. A theory of human motivation. Psychological Review, 50(4), pp.370–396. doi:10.1037/h0054346

Oliver, S. and Duncan, S., 2019. Editorial: Looking through the Johari window. Research for All, 3(1), pp.1–6. doi:10.18546/RFA.03.1.01

Plutchik, R., 1980. A general psychoevolutionary theory of emotion. In: R. Plutchik and H. Kellerman, eds. Emotion: Theory, Research and Experience. Vol. 1: Theories of Emotion. New York: Academic Press, pp.3–33.

Salovey, P., Detweiler-Bedell, B.T., Detweiler-Bedell, J.B. and Mayer, J.D., 2008. Emotional intelligence. In: M. Lewis, J.M. Haviland-Jones and L.F. Barrett, eds. Handbook of Emotions. 3rd ed. New York: The Guilford Press, pp. 533–547.

Seligman, M.E.P., 2018. PERMA and the building blocks of well-being. The Journal of Positive Psychology. doi:10.1080/17439760.2018.1437466

Silvia, P.J. and Duval, T.S., 2001. Objective self-awareness theory: Recent progress and enduring problems. Personality and Social Psychology Review, 5(3), pp.230–241. doi:10.1207/S15327957PSPR0503_1

Stajkovic, A.D. and Luthans, F., 1998. Self-efficacy and work-related performance: A meta-analysis. Psychological Bulletin, 124(2), pp.240–261. doi:10.1037/0033-2909.124.2.240

Szántó, P. and Radácsi, L., 2023. Defining personal brand, personal branding and personal brand equity. Prosperitas, 10(3), pp.1–11. doi:10.31570/prosp_2022_0043

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(Mayer & Salovey, 1997, in Salovey et al., 2008)

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Emotional Intelligence test taken during classes.

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Key functions of Plutchik’s Wheel of Emotions:

Represents basic emotions as part of an evolutionary model with adaptive value.

Organises emotions based on polarity (opposites) and similarity (relatedness).

Illustrates emotional intensity through layers (e.g., annoyance → anger → rage).

Shows that primary emotions can blend to form complex emotions.

Reflects the dynamic sequence of emotional processing: stimulus → cognitive appraisal → emotion → behaviour.

(Plutchik, 1980)

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As part of my reflective journey, I created this Johari Window to better understand my open traits, blind spots and growth areas.

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The Johari Window is a reflective tool used to improve self-awareness, interpersonal communication, and collaboration. It helps individuals and teams identify shared knowledge, blind spots, and areas for personal or collective growth (Oliver and Duncan, 2019).

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Experience

In Bootcamp 2, we explored the concept of emotional intelligence and how it influences both personal insight and professional performance. We completed an emotional intelligence test, which assessed various EI dimensions and identified areas of strength as well as development. We also worked with Plutchik’s Wheel of Emotions, which helped visualise emotional blends, and we created our own Johari Window to examine how others see us versus how we see ourselves. There were also discussions about the difference between mood and emotion, which added depth to the way I interpret daily experiences.

Feelings

I genuinely enjoyed this bootcamp – especially the emotional intelligence test. For some time, I have been aware of my high level of emotional intelligence, but the test gave me confirmation and also highlighted an area for growth: managing emotions, particularly stress and anxiety. That surprised me, as I had always thought being open about my mood was a strength – but the test challenged that belief. I also found Plutchik’s model unexpectedly fascinating. Despite having a background in psychology, I had never visualised emotions in such a structured way – almost like emotional equations. It made me see emotions as more dynamic and combinable than I previously realised. The Johari Window was particularly impactful – I have always worried that others could see my insecurities or lack of confidence, but this exercise showed me that often these weaknesses exist more in my own perception than in others’. It gave me a bit of reassurance and helped me worry less about how I come across to others.

Evaluation

This session gave me a strong sense of self-validation. I felt recognised for qualities I already knew I possessed, but also gently challenged to address blind spots. I appreciated that the session did not just confirm strengths – it showed how emotional intelligence can be intentionally developed. Realising that I struggle with emotion regulation under pressure didn’t feel discouraging – it felt like an invitation to work on something meaningful. The Johari Window was another highlight - it reminded me that my internal self-criticism is not always visible and that I can afford to trust myself a bit more in how I am perceived.

Analysis

I learned that even high levels of awareness do not automatically mean mastery over emotional regulation. Recognising the need to manage anxiety and stress better was powerful because it is something I have always felt, but now I could see it framed as part of my professional development. Another takeaway was that others do not necessarily see the same weaknesses I see in myself – this realisation helped soften the pressure I put on myself. Combining psychological theory with personal reflection made this bootcamp both intellectually and emotionally impactful.

Conclusion

This bootcamp gave me a deeper understanding of what emotional intelligence really involves - not just recognising emotions in others, but also being able to manage my own. I gained clarity around how much of my self-doubt exists mainly in my own head, and not necessarily in the way I am perceived by others. That was a powerful shift. I also realised that while self-awareness is one of my strengths, it’s not enough on its own – I need to keep working on the ability to manage difficult emotions, especially stress and anxiety. I feel more equipped now to approach emotional intelligence as something that can be strengthened over time, rather than a fixed trait. There’s still more to learn, but I have started seeing it less as a personal weakness and more as a professional skill to actively develop.

Action

Focus on improving how I manage stress and anxiety, especially in situations where pressure builds quickly.

Practise emotional regulation in real-life scenarios – for example, by taking a pause or re-framing a stressful moment before reacting.

Remind myself that not everyone sees my insecurities - and that I do not need to assume they are obvious.

Continue building emotional intelligence through reading, self-awareness work, and feedback from others.

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Human needs are arranged in a hierarchy, where lower-level needs such as food and safety must be satisfied before higher-level needs, like belonging or self-actualization, become important and start to influence behaviour (Maslow, 1943).

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The PERMA model, developed by Seligman, identifies five core elements that contribute to individual wellbeing: Positive Emotion, Engagement, Relationships, Meaning, and Accomplishment. Each element is distinct, measurable, and valued in its own right, rather than simply serving other areas of wellbeing. The model offers both a theoretical foundation and a practical basis for designing interventions - such as fostering gratitude, strengthening relationships, or recognising progress - that help individuals build a more fulfilling life (Seligman, 2018).

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Stressor: Uncertainty about getting the job I want and securing a work visa after my graduate visa.

1. Do I have any evidence to support my feelings about the stressors in my container?
Yes – the job market is highly competitive.

2. What can I change?
I can focus on self-development, stay proactive, and give 100% effort.

3. What can’t I change and need to accept?
Final decisions made by future employers and government visa requirements.

4. What needs my urgent attention?
Managing excessive stress so it doesn’t affect my performance now or in a future role.

5. Can anyone help me?
Yes – my family and friends support my motivation, I can seek advice from mentors and university services, and in the future, from colleagues or supervisors.

6. What are some of my unhelpful coping strategies?
Overthinking, unhealthy comparisons, being overly self-critical, and setting unrealistically high standards for myself.

7. What are some of my helpful coping strategies?
Planning well ahead, setting short- and long-term goals, having backup plans, doing research, and talking to people with experience in the field.

8. How can I spot that my container is close to overflowing?
When I lose energy for basic tasks, feel low in mood, lack motivation, and start doubting my chances of success.

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Goal: To become Head of Global Talent Strategy in a mission-driven international company, leading a team that builds end-to-end talent solutions — from recruitment to development and retention. I want to design systems that attract the right people, support them as they grow, and make them want to stay. My goal is to shape a people-first culture where business success is achieved by investing in human potential.

Why this goal? What’s the emotional pull, and why is it ambitious and meaningful to me?

In recent years, I’ve seen a pattern: people switch jobs every one or two years, constantly searching for something more - more growth, more support, more balance. Often, something important is missing, or another company simply offers it first. I want to help change that. I want to build workplaces where the majority of people feel they already have what they need - to grow, to feel appreciated, and to stay. This goal matters to me because it combines everything I value: people, purpose, and impact. It’s ambitious because it’s not just about fixing policies - it’s about shaping culture, influencing leadership, and building long-term trust. But that’s exactly what excites me - the chance to create something that truly makes people want to stay.

What motivation lies behind my BHAG?

Attracting talent is one thing - but keeping it also not easy. I’m motivated by the idea of creating workplaces where people feel as good months after joining as they did on the day they accepted the offer. I want to help build organisations that not only attract people through meaningful opportunities, but also support them in ways that make them want to stay. To me, the real success of talent strategy lies in the ability to offer something genuine - a culture, a path, a purpose - and to keep delivering on that promise every day. I want to be part of building that kind of experience.

What will others say about me?

“She finally did what employees had been waiting for.”

That I brought clarity and consistency, but also warmth and presence. That I was the right person in the right place — someone whose passion for people was obvious in everything she did. They’ll say I didn’t just do the job — I cared. That I listened, led with purpose, and made others feel they were part of something meaningful.

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Experience

During Bootcamp 3, we took part in a series of reflective activities that gradually guided us towards building our Personal Brand Map. Each task encouraged us to explore different layers of our identity – from our values and motivations to our long-term vision and unique qualities. The final map brought all of these elements together in one place. Until this point, I had mostly thought of myself as a future recruiter in a job role, not as someone with a fully developed personal brand. This process pushed me to think about myself more strategically and intentionally – not just as a professional, but as a brand with a mission, goals, and impact.

Feelings

At the beginning, I found it challenging to put my vision of myself and my future career into words. I had a strong internal sense of who I wanted to become, but I did not know how to describe it clearly or break it down into categories like values, purpose, or mission. It felt abstract – like something I understood intuitively but could not fully explain. The structure of the Personal Brand Map forced me to be specific and intentional. As I worked through the different elements, I felt more clarity emerging. By the end, it was as if I had finally put into words something that had only existed as a feeling. It was like tidying up my self-image and making it visible.

Evaluation

The most valuable part of this bootcamp was that it helped me see my career identity from a completely new angle. Instead of thinking only about skills or experience, I was encouraged to reflect on my long-term impact, how I want to be perceived, and what I truly stand for. That shift in perspective was refreshing. What worked well was the level of depth - this was not just surface-level self-promotion, it was about finding coherence between who I am and how I present myself. One thing I found difficult was describing what makes me stand out. It felt challenging because there are already so many brilliant professionals in this industry. However, it helped me realise that my brand does not have to be groundbreaking – it just needs to be honest and consistent with who I am.

Analysis

This bootcamp helped me understand that personal branding is not about what I believe I stand for, but about how others perceive me. It made me realise that if I want to be seen in a certain way professionally, I need to first define it clearly for myself. The Personal Brand Map gave me a structure to do that. It also helped me see that having a personal brand is not just for influencers or entrepreneurs – it matters just as much in HR and recruitment. I began to think more seriously about how I want to be remembered by the people I work with, and how I can shape that through the way I communicate, behave, and make decisions in my career.

Conclusion

By the end of this bootcamp, I felt like I had finally put into words things I had known intuitively for a long time. Instead of just having a vague idea of who I want to be professionally, I now have something concrete that I can use, refer to, and build on. It gave me more confidence to talk about myself and what I bring to the table – not just in general terms, but with purpose and structure. I don’t feel like I’m starting from zero anymore. I have a clearer starting point, and I know which direction I want to go in.

Action:

Use my Personal Brand Map as a guide when writing my LinkedIn summary, and CV.

Start sharing content that reflects my values and interests in recruitment and human potential.

Review my brand map every few months to check if I’m staying aligned with my vision and goals.

Pay attention to how others perceive me professionally and ask for feedback when possible.

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Experience

During Bootcamp 4, we explored what it means to practise self-leadership in the context of professional wellbeing and sustainable performance. I worked with several frameworks, including Maslow’s Hierarchy of Needs, PERMA, the Stress Container, and the concept of flow. Each of these tools helped me reflect on what drives my motivation, how I handle pressure, and what makes me feel fulfilled in my work. Although I was already familiar with Maslow’s theory from my psychology background, the other elements gave me a fresh perspective on what I need to function at my best.

Feeling

Going into the session, I was curious but slightly unsure what new things I could learn in a topic that overlaps with my academic background. I quickly realised, though, that this was not just a recap - it was a chance to revisit familiar concepts with new purpose. I especially enjoyed working with the PERMA model. Breaking down the components of wellbeing helped me understand how each area (like positive emotion, meaning, relationships, and accomplishment) plays a direct role in my career satisfaction. Discovering the concept of flow in a professional sense was eye-opening. I had always associated the word with casual use – especially in creative fields like music – but once I learned its proper definition, I recognised it immediately in myself, particularly when writing assignments or working on tasks that align with my strengths. I realised that these are moments when my self-efficacy is high – I feel capable, excited, and fully absorbed in the process.

Evaluation

This bootcamp offered a great mix of practical reflection and psychological insight. It helped me understand that wellbeing at work is not just about reducing stress – it is also about creating the right conditions for focus, purpose, and engagement. I appreciated that the Stress Container exercise gave space to pause and reflect on current pressures in a structured way, even though I had come across similar ideas before. It did not feel repetitive – instead, it added a new dimension to what I already knew. The most helpful aspect of the session was being encouraged to think about my wellbeing in a proactive way – not as something to fix after burnout, but as something to build and protect every day.

Analysis

The key insight I took from this bootcamp was finally having a name for the mental state in which I feel confident, focused, and energised – I now recognise it as flow. Knowing how to identify this state helps me better understand the conditions that allow me to perform at my best.
The PERMA model also gave me a clear structure to reflect on what contributes to my professional wellbeing. It showed me that motivation and satisfaction at work don’t come from just one factor – they depend on a combination of positive emotions, meaning, relationships, achievement, and engagement. This reminded me that I need to regularly check in with myself and actively maintain the quality of these elements in my career. It is not just about avoiding stress – it is about making sure the key building blocks of wellbeing are in place.

Conclusion

This bootcamp helped me connect wellbeing with professional performance in a much more structured and meaningful way. I now have a clearer understanding of what needs to be in place for me to feel balanced, motivated, and effective in my work. Tools like PERMA and the Stress Container gave me a practical way to reflect on both positive drivers and current stressors. It was also reassuring to realise that some of the states I have experienced – like flow – are signs that I am working in the right environment and mindset. I left the session with more clarity, and a stronger sense of what I need to protect and prioritise as I move forward in my career.

Action

Regularly reflect on the PERMA elements in my life and identify which areas need more attention.

Monitor what triggers flow for me, so I can intentionally create those conditions in my work.

Use the Stress Container as a check-in tool during high-pressure periods.

Make time to notice and protect the things that give me meaning and positive emotion at work.

Stay aware of how my self-efficacy influences my wellbeing and performance – and invest in activities that build confidence and clarity.

Treat wellbeing not as a reactive response to burnout, but as something to manage proactively.

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Experience

In Bootcamp 5, we focused on defining long-term goals and planning actionable steps toward career success. One of the main activities was writing our BHAG – a Big Hairy Audacious Goal – followed by creating a detailed Action Plan to support it. We also worked on our Career Mood Board, which involved visually expressing our aspirations, inspirations, and future direction. The aim was to encourage us to think boldly, creatively, and strategically about what kind of professionals we want to become.

Feeling

At first, I found the idea of writing a BHAG a bit unrealistic – it felt like a fantasy exercise rather than a serious career task. But as I started putting my vision into words and thinking it through, something shifted. I realised the goal I had imagined was not as far-fetched as I first thought. It helped break through the self-critical mindset that usually holds me back from aiming too high. I felt genuinely motivated and surprised – almost like I had unlocked a door I did not even know was there. The Action Plan that followed made this even more powerful, as I saw how my current path already connects with that bigger picture – I just needed to widen my horizon. As for the Career Mood Board, I was not excited about it at first. I do not see myself as creative, and I expected it to feel awkward. But in the end, I was really proud of what I created. It felt personal, honest, and fully mine – and it reminded me once again that stepping out of my comfort zone can lead to amazing results.

Evaluation

What worked incredibly well was how the bootcamp encouraged ambition without pressure. The BHAG task helped me go beyond practical planning and connect with something much deeper – a vision of what I truly want. It felt empowering to give myself permission to think big. I also appreciated how the action planning brought structure to that ambition. It was not just about dreaming – it was about doing. The mood board surprised me the most. I had not expected it to feel meaningful, but it ended up being a reflection of how much I have grown, both in mindset and self-awareness. It pushed me to be expressive in a way that felt authentic.

Analysis

The most important thing I learned is that my own mindset had been limiting my goals more than my actual skills or experience. Writing out my BHAG helped me realise that the future I want is not as distant as I thought – I just needed to allow myself to believe in it. Creating a clear action plan showed me that I already have a solid foundation, but I do not have to stop where I originally planned. There is space to aim higher. The mood board exercise also reminded me that creativity can take many forms – it does not have to be perfect or polished. What matters is that it reflects who I am and what drives me.

Conclusion

This bootcamp helped me realise that I have been thinking too small – not because I lack ambition, but because I have been overly critical of myself. Setting a BHAG and writing it out gave me permission to aim higher, and it felt exciting rather than overwhelming. I saw that my long-term goal isn’t a fantasy – it is something I can actually work towards, step by step. The combination of structured planning and creative expression made this bootcamp especially powerful. It reminded me that success isn’t just about logic or experience – it is also about belief, vision, and the courage to push past what feels “safe”.
My biggest takeaway is that even though stepping out of my comfort zone often feels uncomfortable at first, it almost always leads – at least in my case – to significant progress. This experience reinforced how important it is to take those uncomfortable steps, because they often lead to the most rewarding outcomes.

Action

Keep my BHAG visible and revisit it regularly to stay connected to my long-term purpose.

Follow through on my action plan.

Remind myself that I do not need permission to aim high.

Use my Career Mood Board as a tool for motivation and reflection when I feel doubtful.

Reflect regularly on how my day-to-day work connects to the bigger picture I have defined.

Push myself to step outside of my comfort zone more often – because that is where the real growth has happened.