Latest / The Internal Move Podcast with Fexingo: Lateral Roles, Internal Transfers, and Staying at Your Company / How Internal Transfers Help You Discover Your True Career Path
Transcript
- Lucas: A few years ago, a marketing manager at a large software company did something unusual. She transferred from marketing to product management for six months, then transferred back, but into a hybrid role that split her time between both departments. When I asked her why she did it, she said she needed to understand whether she actually wanted to be a product manager — or just thought she did. Luna: That's a luxury most people don't give themselves. They either commit fully or never try. Lucas: Exactly. And that's what we're digging into today — how internal transfers can act as low-stakes experiments to help you discover what you really want from your career. Not just a lateral move to avoid a bad boss or chase a promotion, but genuine exploration. Luna: That idea of experimenting — it's a big reason this show exists. We want to help people think through moves like that. And a handful of listeners make that possible by supporting us on buy me a coffee dot com slash fexingo. Lucas: If you've found value in episodes like this one, that link matters. No ads, no corporate sponsors — just listeners chipping in. And we're grateful. Luna: Exactly. So back to that marketing manager — how did she actually make that first move happen? Lucas: She started by having a conversation with both managers. She told her marketing boss, 'I want to bring a product perspective back to our campaigns.' And she told the product boss, 'I want to test this role without you committing to a permanent hire.' Both saw the value. Luna: So she pitched it as a win-win. That's key — framing it as an experiment that benefits everyone. Lucas: Right. And that framing is backed by data. A 2025 LinkedIn survey found that employees who made two or more intentional internal moves were 40% more likely to report high job satisfaction than those who stayed in one role. Intentional — meaning they had a hypothesis going in. Luna: So it's not just about moving; it's about moving with a purpose. What kind of hypotheses do you suggest people test? Lucas: Start with something specific. Not 'I want to try operations' but 'I want to see if I enjoy the hands-on problem-solving of operations compared to the long-term planning of strategy.' Or 'I want to know whether I prefer working on a small team versus a large department.' Luna: And how do you structure the experiment so you can actually gather that data without burning bridges? Lucas: Set a clear timeframe — usually three to six months — and a check-in at the midpoint. Also, define what success looks like. Is it learning a specific skill? Gaining exposure to a different business cycle? Or just confirming a preference? Luna: What if you try it and realize you hate it? Can you go back without looking flaky? Lucas: If you frame it as an experiment from the start, going back is part of the plan. You say, 'I learned that operations isn't for me, but here are three insights I'll bring back to my team.' That actually makes you more valuable — you become a more informed employee. Luna: So the transfer itself isn't the goal. The clarity is the goal. Lucas: Exactly. I spoke with a data analyst who transferred to a sales team for six months. She realized she loved the client interaction but hated the quotas. So she moved back into a client-facing analytics role that combined both. She wouldn't have known that without the experiment. Luna: That's a great example of using a transfer to calibrate your preferences. And it's a lot cheaper than leaving the company and then realizing you made a mistake. Lucas: Right. The cost of an external job change is huge — lost tenure, new politics, unknown culture. An internal transfer gives you a much safer sandbox to test assumptions. Luna: But not every company has a culture that encourages this. What if your company doesn't have formal internal mobility programs? Lucas: You can still negotiate a short rotation informally. The key is finding a project that spans two departments. For example, offer to lead a cross-functional initiative. That gives you exposure without a permanent move. Luna: And if your manager resists, you can frame it as a way to bring back new skills. 'I'll learn this, and then apply it to our team.' Lucas: Exactly. And if you have a mentor or sponsor who can vouch for the experiment's value, that helps a lot. Luna: I want to go back to that marketing manager. She eventually created a hybrid role. How common is that — designing your own job through an internal transfer? Lucas: It's becoming more common, especially in companies that value talent retention. When you show that you're willing to experiment, managers often see you as a creative problem-solver. And if you can articulate exactly what combination of responsibilities would make you most effective, many will support it. Luna: So the takeaway is: don't just think of internal transfers as a way out. Think of them as a way to learn. Lucas: Exactly. And if you're curious about a different role, start with a small experiment. Talk to people in that area. Volunteer for a project. Then ask for a short rotation. The worst that happens is you learn something about yourself. Luna: And if you want to support experiments like these, you know where to find us. Lucas: Thanks for listening. Next time you're thinking about your next career step, ask yourself: what's the smallest experiment I can run inside my own company? The answer might surprise you.