Post-Fork in the Road … A Year Later and the Reality of Reinvention

Earlier last year, thousands of federal employees accepted the government’s deferred resignation offer known as “Fork in the Road.” Some left with a clear plan. Others walked out with quiet relief. And some others began a long-awaited adventure they’d been daydreaming about between budget reviews.

But here’s the thing about forks in the road: They don’t come with GPS. And while some folks are thriving in their new chapters, others are realizing that the grass on the other side isn’t greener. It’s just… different grass. New job, new culture, new systems. And yes, new headaches. Not exactly what the brochure promised. So now what?

The Road Isn’t Forked — It’s Braided

Leaving a role doesn’t automatically mean stepping into purpose. Reinvention is not a destination, but a discipline. Whether you’ve landed in a new organization, launched a consultancy, or are still figuring out what “next” looks like, the real work begins after the paperwork ends.

The truth is, most careers don’t actually split cleanly down two paths. They intertwine. Your old experiences, networks, and instincts follow you regardless if you took a new title or started a different venture. They braid into what comes next. And if you’re not intentional, those inherited patterns can quietly shape decisions that no longer serve you. The trick is knowing which strands to carry forward and which to let go. If you cling too tightly to the past, you’ll trip over it. But if you ignore it entirely, you’ll lose the hard-earned wisdom that got you here in the first place.

Navigating Your Personal “Now What?” Moment

As you transition from understanding the challenge to implementing solutions, consider these practical strategies to navigate your post-Fork in the Road journey:

1. Ditch the “Success Anchor”

The structures, resources, and even the assumptions that made you successful in your previous role can be a liability now. Familiarity bias is sneaky. It whispers, “We solved this at the Agency by doing X.” But new environments require new thinking. Force yourself to treat every problem as entirely new.

2. Translate Your Currency

Your most valuable assets — risk strategy, cross-functional leadership, consensus-building — are often hidden behind federal jargon. You need to translate that specialized expertise into private-sector value. Rewrite your personal narrative and portfolio using the language of your new industry.

3. Prioritize Agility Over Authority

You may have had significant positional authority before. Now, influence is earned daily. Focus on learning agility — your speed at absorbing new information and pivoting your approach. This mindset replaces the comfort of defined procedure with the power of constant improvement.

Transitions are rarely tidy. They’re messy and often humbling, but they’re also rich with possibility. The grass isn’t greener. It’s just growing differently. Learn how it grows. With the right mindset and a clear sense of purpose, you can cultivate something meaningful wherever you land. And if you’re still asking “Now what?,” start here: What do you want to be known for next?

Adeline (Addy) Maissonet is a senior advisor on contracting policies and procedures within the Office of the Secretary of War, U.S. Department of War (DoW) and the agency’s representative on the Department’s views on proposed legislation to Congressional members, their staff, and committee staffers. She leads the development and implementation of Department-wide procurement policies for commodities and services, within her portfolio. Prior to her current role, Addy served as a Division Chief and Contracting Officer with unlimited warrant authority for the U.S. Army Mission and Installation Contracting Command (MICC) – Fort Eustis, Virginia. Prior to joining the MICC, Addy served as a Branch Head for the Mid-Atlantic Regional Maintenance Center (MARMC), Norfolk, Virginia, with unlimited warrant authority. She also held other procurement positions with the U.S. Navy. Addy holds an MBA in Management and Contracting Level III Certification under the Defense Acquisition Workforce Improvement Act. She is a graduate from Cornell University’s Executive Leadership Certificate Program and Harvard University’s Business Analytics Certificate Program. In her free time, Addy enjoys hiking and overlanding with her family and friends.

Note: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the Department of War.