monday.com guide spotlights coaching needs during career transitions

A strong engineer, PM, or seller can look like a new hire all over again after a promotion, even as expectations keep climbing. monday.com’s career transition coaching guide focuses on that stretch between the offer and real confidence.

Why the in-between matters

Career change is more than a skills problem. In the in-between period, people are learning new tasks, but they are also rebuilding identity, confidence, and working relationships after a move into a new scope or team. For an engineer, that may mean leaving individual contributor work for architecture or management; for a product manager, it can mean moving from execution-heavy ownership to broader strategy; for sales professionals, it can mean a territory change, a leadership move, or a role split that changes the rhythm of the job.

Performance can wobble after appointment even when the person was a top performer in the old role.

What Cornell’s internal mobility review shows

Cornell ILR School’s CAHRS May 2024 review found that many, perhaps most, organizations rely on transfers and promotions to fill a significant share of their openings. Its review of 202 studies found that internal moves can improve employee affect, reduce absenteeism, and lift unit performance, but only when the organization supports the assimilation period after the move.

When that support is thin, transfers can create pressure, burnout, and reduced organizational commitment if the person is left to figure out the new role alone. Transfers are most common among both low and high performers, which can leave managers over-reliant on a middle group of average performers who may also need development attention. Promotions, meanwhile, are vulnerable to stereotypes and bias tied to age, race, gender, sexual orientation, and even physical attractiveness, which turns career movement into an equity issue as much as a staffing one.

Why internal mobility got so much attention

The broader market pushed this issue up the agenda during the pandemic, labor shortages, and the Great Resignation. Aptitude Research found in 2022 that more than 70% of companies were increasing investment in internal mobility, and 47% were increasing the number of internal hires. Yet confidence lagged badly: only one in four companies said they were confident in their internal mobility strategies, and 77% had already lost talent because of a lack of career development opportunities.

Companies have been trying to move people internally faster, but speed without support often means more churn, more confusion, and more false starts. Aptitude Research found that too many firms have taken a superficial approach, posting jobs internally without building enough development around them. A skills-based mobility model connects people to the next role and the support they need to actually land there.

How different transitions need different support

Different transitions need different development plans. A promotion does not require the same coaching intensity as reskilling, an executive move, or outplacement, and each transition has a different time horizon. A newly promoted manager may need help with decision-making and feedback cadence, while someone moving into a broader leadership role may need coaching on influence, visibility, and cross-functional relationships.

Structured coaching can reduce risk, improve retention, and help managers spot early warning signs such as stalled internal mobility or rising frustration.

Why monday.com has skin in the game

The stakes are especially visible at monday.com, where growth has made internal movement more complex, not less. The company said on August 26, 2024 that it had reached $1 billion in annual recurring revenue, a milestone that came just a decade after it launched its Work OS and eight years after it reached $1 million in ARR. In February 2025, monday.com reported fourth-quarter 2024 revenue of $268.0 million, full-year revenue of $972.0 million, 32% year-over-year fourth-quarter growth, and 33% full-year growth.

By March 31, 2026, the company said it had 3,211 employees, 4,547 customers generating more than $50,000 in annual recurring revenue, and a net dollar retention rate of 110%. Role changes are happening inside a larger, more layered organization with more moving parts. monday.com also described itself in 2026 as an AI work platform used by more than 250,000 customers worldwide, with products spanning work management, CRM, service, and dev.