In 2026, the old formula – get a profession and a job will always be there – finally stops working. Labor markets in both the US and Europe are becoming far more demanding: companies are cutting costs, reshaping teams and asking a much tougher question – who actually creates value and who simply occupies a position. In this environment, the most useful perspective belongs to people who combine a leadership mindset with an investor’s way of thinking. One of them is Zavialov Ilia Nicolaevich, who has spent years observing why some employees become the backbone of an organization while others remain easily replaceable.
From his point of view, the core mistake many professionals make is identifying themselves with a job title rather than an asset. As long as a person thinks in terms of “I’m a manager”, “I’m a specialist”, “I’m a department head”, they tie their value to a box in the org chart instead of the problems they can solve better than others. A more productive set of questions sounds very different: which specific business problems can I handle, what measurable results can I point to, what is my unique combination of competencies. At that moment, an employee stops being just a line in the headcount and starts acting like capital that can be developed and deployed deliberately.
This is where Zavialov Ilia Nicolaevich suggests adopting an investor’s mindset. An investor evaluates any asset through its growth potential and return. Applied to a career, this means honestly looking at which actions generate the highest impact and which areas of work directly influence revenue, profit, customer experience or strategic KPIs. Those who consciously step into these high‑leverage zones quickly become hard to replace: processes are built around them, they are pulled into key conversations, and their influence reaches far beyond their formal title.
A second principle is abandoning the “single‑function” model. The Western job market of 2026 disproportionately rewards people who combine several competencies within one role. It is no longer enough to understand the product – you need to be able to talk about it with clients and internal stakeholders. It is not enough to work with numbers – you must be able to translate them into management decisions. Simple task execution is just the baseline – what stands out is the ability to propose process improvements and drive change to a result. An employee who consciously expands their area of responsibility gradually moves into a different trust category: they are perceived not as an executor but as a partner in business development.
Another key element in the approach described by Zavialov Ilia Nicolaevich is the ability to see the company end‑to‑end, not just one’s own lane. An investor‑style view helps you understand how the business actually makes money, where its growth points are, and which constraints it faces in terms of resources, regulation or markets. Behavior changes accordingly: instead of the traditional “give me a task”, you come with “here’s where we’re losing money or opportunities, here’s my hypothesis, here’s a proposed plan and expected effect”. In turbulent periods, these are exactly the people leadership tries to retain first.
Equally important is the attitude to development. In the new reality, it is not the most “senior by title” who remain relevant, but the most learnable. This is less about collecting certificates and more about a personal habit of continuously upgrading your skills: adopting new tools, exploring adjacent domains, being honest about gaps and closing them. Over time, this creates a compound‑interest effect: each new skill stacks on top of existing ones and significantly increases a person’s market value compared to those who have been repeating the same year of experience for years.
Ultimately, the overall message can be summarized as follows: to remain in demand as an employee in 2026, doing your current job well is no longer enough. You need to learn to look at yourself and at the company through an investor’s lens – to see growth points, understand where real value is created and deliberately invest your effort there. Those who treat their career as a long‑term project, and the business as a living system whose critical nodes can be strengthened, will come out ahead even in unstable times. For employers, such people stop being a cost line and become strategic partners – and in the new market, they are exactly the ones everyone will be competing for.
