Why do some professionals continue to grow throughout their careers while others plateau?
It’s a question that matters more than ever in a workplace being reshaped by artificial intelligence, rapid technological change, shifting expectations around leadership, and constant pressure to adapt. Technical skills continue evolving, industries continue changing, and the pace of business continues accelerating. While some professionals keep learning, growing, and expanding their opportunities over time, others stagnate, even when they are talented, experienced, and capable.
To better understand what drives long-term professional growth, I asked higher education leaders to share their perspectives, as they spend their careers thinking about learning, human development, and what helps people continue growing long after formal education ends.
Higher Education Leaders on Professional Growth and Career Plateauing
Pablo Ortiz, Provost of Barry University: I have always believed that professional growth is both a choice and a mindset. The moment we become too comfortable, we risk falling behind. I often encourage leaders and professionals to approach every stage of their career with the mindset that there is always another level of growth, knowledge, and impact to pursue. Professionals who continue to grow are relentless about self-assessment. They actively seek data, feedback, and measurable outcomes to understand where they can improve. They invest in new skills, stay informed about emerging trends, and consistently challenge themselves beyond their current role. Those who plateau often become reactive instead of proactive, maintaining competency rather than pursuing excellence. This is especially important within the rapidly changing landscape of education, where technology, workforce expectations, and student needs are evolving faster than ever before. Educational leaders, in particular, must be at the forefront of growth and innovation. They cannot simply preserve tradition; they must help shape the future. The most effective leaders are those willing to rethink old assumptions, embrace innovation, and create cultures where continuous learning and adaptability are expected at every level of an organization.
Margaret Carmody Hagood, Director of The Center for Excellence in Teaching and Learning at the College of Charleston: Curiosity is foundational for learning; it fuels engagement and deepens comprehension, allowing us to connect new information with what we already know. It propels our learning, allowing us to stick with it when learning is difficult and to be resilient when we are challenged. It’s easy to want to learn something new when we’re curious about it. People who keep learning are curious. Folks plateau when they lack the curiosity to dive into new learning about topics outside their comfort zone. Rather than leaning into the difficulty of tackling new ideas to deepen and expand their understanding, they turn their attention elsewhere, spending mental energy on the reasons why they don’t need or want to learn something new. They convince themselves that curiosity about that topic doesn’t matter. Curiosity into that which produces productive friction is what separates people who keep learning and growing from those who plateau.
Diane Longhurst Johnson, Provost and Vice President of Learner Experience of Nightingale College: The difference between a professional who excels and one who plateaus in their career isn’t about talent or even effort. Most leaders who plateau are working incredibly hard. However, they tend to rely on the same thinking and behaviors that made them successful in the first place. They stop embracing change or seeking additional education to keep progressing. At some point, they become complacent and their initial trajectory plateaus. Successful leaders, on the other hand, are more self-aware. They make a point to see themselves clearly and notice their skills or knowledge gaps. That takes a level of humility and discipline that isn’t always comfortable, especially in senior leadership roles. Those leaders who keep evolving also tend to be in roles where expectations are high, performance is visible, and the bar keeps moving. Without that, it’s very easy to get stuck and stay there. In my experience, a career plateau isn’t a lack of drive. It’s more often a misalignment between what the role requires and a leader’s willingness to adjust, let go of what used to work, and build something new.
Shai Reshef, President of the University of the People: The people who keep growing are the ones who constantly expose themselves to new ideas and push to keep their minds sharp, which naturally makes them more interesting to work with and way more productive. In addition, I always think about “what could go wrong.” That is not a negative. It’s a way of thinking that encourages problem solving, collaboration, and always looking for solutions on ways to make things better. Those who plateau usually get comfortable with what they already know and mistake past success for permanent capability. In the end, staying relevant just means never losing that appetite to pursue fresh knowledge, unique perspectives, and a commitment to lifelong learning.
Claire Jollain, Dean of HIM Business School: I think that very often humility and curiosity are at the root of professional development. But over the last few years, I have realized that doubt, above all, is the real driver and the true ally. As I move forward and achieve things, I have come to realize that it is mostly the act of doubting that keeps me growing. I often believed that I absolutely had to crush this doubt to prove myself and take action. Yet, doubt has never left me, because even after a success, I would doubt. Is this success truly a success? What part was luck, and what part was good decision-making? If I had been less lucky, or if I hadn’t had the same teams, would the result have been identical, worse, or better? What ultimately defines success? Isn’t the process more interesting than the outcome? Doubting allows us to move forward, to reconsider, to deconstruct, and to always improve. For years, I didn’t know how to appreciate this doubt. Now, I welcome it with kindness because I know it will allow me to reach the next level. Doubting also means accepting that team members can succeed or fail, but that each time, they will learn.
Nora Demleitner, former President of St. John’s College: Passion for one’s work. For those who love what they do and are excited about it, professional learning comes automatically. They want to be able to engage with others and be on top of new developments. They are curious and engaged and willing to challenge themselves; learning and developing is a way to grow personally and develop as an individual as much as keeping up with work.
David Lenihan, former President of Ponce Health Sciences University: [They] have an innate intellectual curiosity. They’re open to bodies of knowledge that may have nothing to do with their day-to-day responsibilities, but they’re fascinated by the world and how it impacts them. These folks can focus, dive deep, and network what they’ve taken in so that their perspectives expand. They can then take what they’ve learned, bring it back to their professional mission, and infuse it with a “what if?” mindset that creates more varied solutions and creative paths forward for their teams and organizations.
Alexander Jones, Vice President of Philanthropy & Engagement of Hope College: Teachability. When I think about myself or others in my circle, those who keep learning or growing always are teachable. They have a growth mindset where challenges are not just obstacles, but opportunities to learn and grow. But, importantly, teachability isn’t just about an individual’s character or skillset. No, teachability also has to do with the organization’s environment. One of the most important roles of a leader is to create an environment where learning and growing is normative. When scarcity or punishment or internal competition dominates the culture, teachability can be tough. It starts at the top: A leader willing to own mistakes, course-correct, and remain humble is a necessary ingredient in the whole organization being okay with failure, innovation, and growth. It allows individuals to be comfortable being teachable, rather than having to posture. So, what separates people who keep learning and growing professionally from those who plateau? It’s both an individual’s teachability and growth mindset, and the leadership environment crafted and curated by senior leaders.
Jamie Carson, Online President at Sonoran Desert Institute: There’s a myth that the people who continue to advance in their careers are the ones who never say no and take on everything. In my experience, the opposite is true. The leaders who grow the most are those who are honest about their strengths, lean into them, and trust their team to carry the rest. While playing into your strengths is an excellent strategy, recognizing that you don’t get anywhere alone is the mark of someone who has mastered leadership.
James Bartholomew, President of Ambow Education Holdings: What separates people who continue learning and growing from those who eventually plateau is rarely talent alone. In most cases, long-term growth comes from a combination of mentorship, environment, work ethic, and curiosity. The best mentors are not simply knowledgeable people; they are people who genuinely take pride in helping others grow. They spend time teaching, coaching, and sharing lessons learned through experience. Great mentors also tend to study how people develop, making them more intentional about helping others improve. Some of the best talent developers I have known view mentorship skills as a talent to be continuously nurtured and refined in themselves. Many professionals who continue advancing can point to someone who challenged them, encouraged them, and helped them see potential they may not have recognized in themselves.
J.D. Mininger, President of the American University in Bulgaria: One of the defining challenges of contemporary professional life is that knowledge and industries now change faster than many traditional career models assume. In that environment, long-term professional growth depends not only on technical expertise but on the capacity to continue learning, adapting, and rethinking one’s assumptions over time. The individuals who remain intellectually and professionally agile are often those who have developed durable forms of intellectual curiosity: asking thoughtful questions, listening carefully, communicating across differences, thinking creatively, and approaching unfamiliar situations with curiosity rather than rigidity and fear. Technical expertise will always matter. But periods of rapid technological and social transformation also remind us that expertise alone is insufficient if it becomes too narrow or inflexible. The professionals who continue growing over time are usually those who retain intellectual openness, humility, and the willingness to rethink inherited assumptions. Education, at its best, should prepare people not only for a particular profession, but for the ongoing challenge of navigating change itself.
Collete English Dixon, Executive Director of the Marshall Bennett Institute of Real Estate at Roosevelt University: The professionals I have seen continue to grow and advance throughout their careers are the ones who take risk and continue to learn. Taking risk in this context doesn’t necessarily mean financial risk, but means being willing to pursue opportunities that aren’t clearly defined or might not be the obvious ‘next step’ on the advancement ladder, but can provide experience that supports the step after that, and/or insights that can only be gained through that opportunity. Sometimes the steps don’t work out, but there is always something gained from the experience, and having the attitude that allows for that ‘gain’ can make the risk worthwhile even if not perfect. The ‘always learning’ part of growth is key for virtually everything in life and is an absolute trait of professional growth. It can be as specific as learning how to manage people better, or as broad as learning how to engage with the next new technology or trend, but in all ways, it is adding knowledge and insights so your vision is stronger and you can see better where the ball is going or how you can help the ball move better. It is those professionals who can bring that knowledge and insights to the table who will continue to see opportunities to expand their impact and professional growth.
Tad Brinkerhoff, Associate Vice President, Graduate and Online Programs of Southern Utah University: First, the ability to genuinely connect with people matters tremendously. Individuals who build meaningful relationships tend to ask better questions, seek diverse perspectives, empathize more effectively, and collaborate well in teams. I’ve observed that some students naturally demonstrate curiosity about others and openness to new ideas, while others have to work harder to develop those skills. The encouraging part is that these abilities can absolutely be learned and strengthened with practice. Second, self-awareness is critical. I’ve participated in many leadership assessments over the years, and it is not uncommon for individuals with the greatest leadership gaps to believe they are already performing at a very high level. That alone is not the issue. Growth begins when someone is willing to honestly evaluate feedback, accept the need for change, and make the effort to improve. Those who resist feedback or refuse to internalize difficult truths often limit their long-term potential. Self-awareness can develop through coaching, reflection, mentoring, or sometimes even through difficult professional experiences. Third, sustained growth requires hard work and intentional effort. Natural talent may open doors, but it rarely sustains long-term success on its own. The professionals who continue advancing are typically the ones willing to invest extra time, develop new skills, improve their productivity, and volunteer for challenging opportunities. Consistent effort, directed toward meaningful growth, compounds over time. Finally, people who continue growing professionally usually have a strong sense of who they are and what matters most to them. Understanding your values, motivations, and long-term goals creates clarity and purpose. That sense of direction often becomes the fuel that drives continuous learning, resilience, and personal development throughout a career. In my experience, professional growth is rarely about one defining moment or innate brilliance. More often, it is the combination of curiosity, humility, discipline, and purpose that allows individuals to keep evolving long after others have plateaued.
Andra Reeve-Rabb, Dean of the School of Film and Acting at Savannah College of Art and Design: The people who continue to grow are the ones who remain curious, adaptable, and eager to learn. At SCAD, I’ve seen our most successful students and alumni embrace opportunities outside their comfort zones. They collaborate across disciplines, seek feedback, ask thoughtful questions, and say yes to experiences that stretch them — whether that’s working on a professional set, learning emerging technologies, or taking on a role they never expected. Plateaus happen when people stop listening, stop evolving, or assume past success guarantees future relevance. In every creative industry, longevity belongs to those who stay teachable.
Chris Bradford, President of the Morehead-Cain Foundation: The people who continue learning and growing professionally are rarely the ones who collect the most credentials or achieve early access. Rather, they are the professionals who consistently choose experiences that expose them to new learning and reveal the limits of their know-how. A credential or certificate might signal what you have already mastered, but growth is a function of seeking stretch experiences. By contrast, who plateaus in their career? In my experience, it is those who prioritize certainty, status, or short-term achievement over continued development. A plateau happens when professionals protect their expertise instead of testing it, avoid situations in which they might be beginners again, or mistake advancement for growth. Leadership, and real professional growth, is not something achieved once and then retained indefinitely. It is a lifelong practice of stretching your perspective, remaining open to learning, and continuing to put yourself in environments that demand both humility and accountability.
Ying Iverson, Chief Academic Officer at Westcliff University: The differences that separate professionals who continue to grow from those who plateau come down to four things: adaptability, courage, self-awareness, human skills, and relationships. Professionals who continue to grow understand that adaptability is invaluable and necessary. They are willing to challenge their assumptions, learn new skills, and evolve their professional identity. Professionals who plateau often spend increasing amounts of energy protecting their competence. They gravitate toward situations where they already know the answers and where the risk of failure is low. Professionals who continue growing do the opposite. They volunteer for challenging assignments, take on unfamiliar responsibilities, and step into leadership opportunities before they feel fully prepared. The most effective leaders I know are relentless students of their own behavior. They understand their strengths, and they continue to seek feedback and examine their blind spots. Professionals who continue growing understand that relationships are strategic assets, not side activities.
Frequently Asked Questions About Professional Growth
Why does professional growth matter as much now as it ever has before?
Professional growth is as important as ever because work is changing faster than most career paths were built for. Artificial intelligence, new technology, shifting employee expectations, and constant pressure to adapt are all changing what it takes to stay effective. The professionals who keep growing are the ones who stay curious, adaptable, and willing to rethink what they know.
What are the signs of a career plateau?
A career plateau often shows up when someone stops being challenged, stops seeking feedback, or keeps relying on the same skills and habits even as the work changes around them. It can also show up as boredom, defensiveness, resistance to new ideas, or a preference for situations where the person already knows the answer.
How can professionals avoid becoming stagnant?
Professionals can avoid becoming stagnant by continuing to learn, seeking stretch opportunities, asking for honest feedback, building relationships with people who challenge their thinking, and staying open to new responsibilities. Growth usually requires a willingness to be uncomfortable before becoming more capable.
What skills help professionals keep growing?
The most important skills for continued professional growth include adaptability, communication, self-awareness, curiosity, resilience, relationship-building, and the ability to learn from feedback. Technical skills matter, but they become less valuable when they are not paired with the mindset and human skills needed to keep evolving.
How can leaders create a culture of continuous learning?
Leaders create a culture of continuous learning by modeling humility, rewarding curiosity, encouraging feedback, and making it safe for people to admit what they don’t know. When people feel punished for mistakes or pressured to protect their image, they’re less likely to learn, experiment, or grow.
How is lifelong learning connected to leadership?
Lifelong learning is central to leadership because leaders are constantly asked to navigate change, understand people, make decisions with incomplete information, and adapt to new realities. Leaders who stop learning often become rigid. Leaders who keep learning are better equipped to help others grow with them.
