We live in an age in which people plan, pursue, and experience individual changes that affect career and life trajectories. People improve their educational credentials, change residences, move jobs, switch nationalities, and undergo gender reassignment. All of this is familiar to organizational researchers. But evidence and theory concerning personality change are only just emerging in the organizational behavior research landscape, despite personality psychology findings (see Roberts, Walton, & Viechtbauer, 2006, for a meta-analysis), practitioner attention (e.g., Alicke & Sedikides, 2011), and mass media interest (e.g., Soto, 2016). Organizational research (e.g., Dalal, Meyer, Bradshaw, Green, Kelly, & Zhu, 2015; Li, Barrick, Zimmerman, & Chiaburu, 2014) emphasizes the stability of personality (e.g., McCrae & Costa, 2003, 2008) rather than change of personality. There has been neglect of the possibility that personality can change, and neglect of when and how such changes occur. The view of personality as a stable aspect of the individual self has contributed greatly to the understanding of human behavior in organizations (Roberts, Kuncel, Shiner, Caspi, & Goldberg, 2007). Personality, as a stable set of traits, represents a core construct, as discussed in numerous reviews (e.g., Schmitt, 2014), special issues (e.g., Casciaro, Barsade, Edmondson, Gibson, Krackhardt, & Labianca, 2015), and chapters in almost every organizational behavior textbook (e.g., Robbins & Judge, 2017). Stability in personality matters for organizations because it helps us understand people's behavior in many work-related domains, including