I am stuck on a consultancy project I don’t like. How do I accelerate a move?

The next problem

I have spent six years at a Big Four firm across audit and now financial advisory. I sit in a small team where I enjoy my role but I have been on the same project, which I am not enjoying, for a year. I have mentioned this to the partner I work with closely. However, I am still unable to manoeuvre away from this project. What can I do to accelerate a change? Should I begin exploring other options at the firm, or even at a competitor? Anonymous

Jonathan’s answer

Given a year has passed, and you’ve raised your concerns with the partner in charge without any sign of action being taken, it looks as though if you want a new project you are going to have to initiate the change. The questions now are what specifically do you have to change and when is the right time to do it?

If you look down on your situation from above, you could imagine it as a series of concentric circles, with your current project at the centre, inside your role (which you enjoy), within the organisation, itself inside the financial advisory sector, and finally the rest of the world. Your diagnosis of where the issue lies may be that it’s just the project, and that you find the role and organisation rewarding and enjoyable.

Maurice McCartney, a leadership trainer and founder of Learn Love Look Ahead, which provides leadership training courses, believes the organisation is possibly not stretching you or using all your skills. As the Foo Fighters’ once sang, he added, “Is someone getting the best . . . of you?”

If you focus on “accelerating a change” to the project, you could approach the partner and explain that you don’t feel you are reaching your full potential, and explore (or, ideally, suggest) ways to stretch you and give you more of a challenge.

As an aside, a project that lasts a year sounds more like a job than an advisory project, so perhaps one option here is to develop new leadership skills?

McCartney considers that if you’ve been on the project for a year, you may be one of the most important members of the team, and therefore someone they would not wish to lose. “Have a rational rather than an emotional conversation,” he advised, “suggesting options to perhaps rescope the project to give you a more satisfying role and enhance the work for the client.”

The second part of the question is about when is the right time to change, a question that can crop up from time to time during many careers. Rather than waiting for outside factors (including increased frustration) to make the decision for you, take control of the situation.

Readers’ advice

I am a former Big Four partner. You simply have to state your case assertively, set timelines, have a clear plan and make it easy for the partner to say yes to your request. Line up alternative roles for yourself, identify someone else who may enjoy the role you are doing, put together the solution and there will be no reason for the partner to refuse. 8

Consider a transfer to industry or a smaller practice where career development is essential to business success, and better align your interests with your employer. Spitalfields UK

If you have stopped learning or can’t identify any benefits from what you are currently doing try to take on more responsibility within the project. C

Jonathan Black is director of the Careers Service at the University of Oxford. Every fortnight he answers your questions on personal and career development and working life. Do you have a question for him? Email: dear.jonathan@ft.com