Why changing jobs does not mean you are disloyal

Once, in a job interview, I was asked, "Why have you switched jobs so frequently?"

I blinked. My first role lasted four and half years. The next, two and half. The one after that? Five. That does not exactly scream job-hopper.

But the question lingered in my mind long after the interview ended. Why do we still associate moving between organisations with disloyalty?

I found myself thinking of football. Yes, football!

When players switch clubs, the conversation is rarely about their loyalty — it is about their growth. Their fit. Their potential impact. No one questions Lionel Messi's commitment because he moved from Barcelona to PSG. No one doubted Ronaldo's hunger to win when he changed jerseys across continents. 

In fact, those very moves are seen as strategic — an athlete's way of pushing their limits, adapting to new systems, and delivering results under fresh leadership.

Why should the corporate world be any different?

Let us face it — our careers are not built to please tenure trackers. They are meant to evolve. Each organisation is like a club. It has a philosophy, a style, and a way of playing the game. And just like footballers, professionals seek roles where they can bring out their best, contribute meaningfully, and grow.

Some clubs (and companies) are great for nurturing talent. Others give you exposure to international matches — read: global projects. Some have managers who empower them. Others teach you resilience. But no one club and no one job is designed to be a lifelong home.

That does not mean you are not loyal. It means you are self-aware.

It means you understand when your contribution has peaked, or the team no longer needs your role. It means staying relevant, energised, and valuable rather than stagnant.

Still, let us address the elephant in the interview room: stability.

Many employers still equate longevity with commitment. But in today's dynamic work culture, staying in one place for too long without progress can mean complacency, not loyalty. Tenure should not be the only badge of honour — impact should matter more.

If someone consistently delivers, adapts to challenges, mentors others, and leaves behind a better system than they found, should it matter if they stayed two years or ten?

Let us take a step back and consider the reality of today's workforce. People are no longer looking for "jobs for life." They are seeking growth, alignment, and purpose.

The pandemic reshaped priorities. Now, agility, learning, and well-being matter more than just a paycheck or a plaque on the wall.

In fact, changing jobs can be a sign of courage. It takes guts to step out of the familiar and into the unknown. To learn new plays, prove your worth to a new coach, and adapt to a new locker room culture.

To be clear, I am not advocating for job-hopping without cause. Switching for the sake of switching rarely ends well. However, we should not penalise professionals for making thoughtful moves that benefit their careers and the organisations they join.

I know many brilliant professionals who change roles every 3–5 years — not because they are restless but because they are intentional. They bring fresh energy, build great teams, deliver results, and leave when the fit no longer serves both sides.

Is that not the professional equivalent of a transfer window?

So, the next time an interviewer raises an eyebrow at your career timeline, tell them this: "I am like a footballer. Wherever I go, I give my all to the club. I play for the badge on the jersey. I work to win — not just for myself, but for the team. And when the time comes to move, I do it with respect, with purpose, and to grow."

Because, in the end, it is not about how long you played for a team. It is about how well you played the game.