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In career conversations, we often start with skills, interests or labour market trends. These are important, but they don’t tell the whole story. A person’s career is shaped not just by what they know, but by what they believe, about themselves, their abilities and what’s possible for their future.
Those beliefs influence whether people explore options, take risks or follow through on opportunities. They also shape how individuals respond to uncertainty, which has become a defining feature of today’s labour market.
Social Cognitive Career Theory (SCCT) offers a useful lens for understanding this dynamic. Developed by Lent, Brown and Hackett, the theory helps explain how people form interests, make career choices and persist over time. More importantly for practice, it highlights how belief can either unlock or limit action.
Why beliefs matter in career development
At its core, SCCT points to three factors that shape career behaviour:
- Self-efficacy – the belief that “I can do this”
- Outcome expectations – the belief that “If I do this, something good will come of it”
- Personal goals – the actions people choose to take
When individuals believe they can succeed and that their efforts will lead somewhere meaningful, they are more likely to act. When those beliefs are weak, skills often go unused and opportunities are avoided.
As career development professionals, we already support exploration and decision-making. SCCT reminds us that we can also help strengthen the beliefs that make action possible.
Belief in a changing labour market
A mid-career worker who believes AI will make their role obsolete may avoid learning new tools, which deepens their sense of vulnerability. Through an SCCT-informed approach, that same worker might be supported to recognize past experiences with learning new systems, identify transferable skills and reframe change as an opportunity rather than a threat.
SCCT balances personal agency with realism. It acknowledges that barriers exist, while emphasizing that belief plays a central role in how people respond to those barriers.
Bringing SCCT into everyday practice
You don’t need to reference theory explicitly to use SCCT. It already shows up in effective career conversations. Being intentional about it can strengthen impact.
Some practical entry points include:
- Start with moments of confidence
Ask clients to recall times they felt capable or proud in any part of their life. These stories reveal existing strengths and sources of self-efficacy. - Explore expectations, not just options
When someone hesitates, ask what they expect will happen if they try. This surfaces assumptions and creates space to introduce accurate labour market information or alternative narratives. - Break goals into manageable steps
Small, achievable actions build momentum. Completing a résumé update or having one informational conversation can shift self-doubt into confidence. - Name barriers and supports together
Bringing systemic or personal barriers into the open helps clients distinguish between what they can control and where support may be needed. - Use reflection to reinforce growth
Simple tools like goal maps or regular check-ins help clients notice progress, strengthening belief in their ability to navigate change.
What this looks like in real life
I once worked with a professional who had spent over a decade in accounting but wanted to move into communications. She had strong analytical and client-facing skills but believed she could never be “a writer.”
Rather than questioning the goal, we explored the belief behind it. Where did it come from? What made writing feel out of reach? We agreed on one small experiment: drafting a short internal newsletter.
That single experience shifted her confidence. She took on more writing tasks, joined a professional association and eventually moved into a communications co-ordinator role. Her skills didn’t change overnight, but her belief in her ability to learn did.
That’s SCCT in action, helping someone move from “I could never” to “I’m starting to think I can.”
What this means for our field
Career development professionals are supporting people through rapid technological change, shifting work models and evolving definitions of success. SCCT complements other familiar frameworks, such as Happenstance Learning Theory and Life-Span, Life-Space Theory, by focusing on the inner beliefs that sustain persistence when paths are uncertain.
Adaptability, confidence and well-being are now central to lifelong career development. Integrating SCCT into everyday practice means moving beyond helping people make choices to helping them build the capacity to keep growing.
SCCT invites a subtle but powerful shift in our work: from asking “What do you want to do?” to “What do you believe is possible?”
When we help people recognize their ability to learn, adapt and persist, we’re not just guiding decisions; we’re strengthening belief – and that can change the trajectory of a career.
