138. INCENTIVISATION - Jack’s Redundancy Empowerment - empowering redundancy - empowering redundant workers - empowering redundant staff - empowering redundant employees - making redundancy work for you - is redundancy a dead end? - is redundancy the end of the road? - making the most of redundancy - empowering the redundant worker - Jack Lookman - Rita Nnamani - Olayinka Carew - Ola Carew - Jack Lookman Limited - Amebo - Olofofo - Ire o - Ire kabiti - Empowerment and Inspiration - Empowering And Inspiring Generations - Yinka Carew - Olayinka Carew aka Jack Lookman - Jack’s Empowerment and Inspiration
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Redundancy takes away more than income. It eliminates structure, regularity, and external drive. When you no longer have a manager, deadlines, or performance reports, it is more difficult to stay focused. This is when incentives become effective. Personal, intentional rewards that help you stay on track during an uncertain period, rather than corporate incentives.
When external pressure is removed, incentives must be created to motivate people to behave. During redundancy, days can blend together. Job seeking seems repetitive. Progress feels slow. Without incentives, motivation dwindles. Incentives generate momentum, which is crucial for recovery.
Many people wait for motivation to return before taking action. This is a mistake. Action creates motivation, not the other way around. Incentivisation gives action a reward, even when results are not immediate. It helps you show up consistently.
Incentives do not need to be expensive. In fact, during redundancy, simplicity works best. An incentive might be allowing yourself a break after completing applications, enjoying a small treat after finishing a course module or setting aside guilt free time once a task is done. These rewards signal progress to your brain.
For UK workers, incentivisation can also be financial. Setting small income targets and rewarding yourself for reaching them helps rebuild confidence. Even modest wins matter. Earning a little money after redundancy proves to you that progress is possible.
There is also value in social incentives. Sharing goals with a trusted friend or group creates accountability. Celebrating milestones together reduces isolation. Redundancy can be lonely. Incentivisation brings connection back into the process.
Incentives work best when they are immediate and meaningful. Promising yourself a vague future reward rarely sustains effort. Small, timely incentives reinforce behaviour. This is particularly important when job applications go unanswered or interviews lead nowhere. Incentives help you persist despite uncertainty.
Incentivisation is not about tricking yourself. It is about recognising that this season is harder than usual and responding with kindness. You are doing emotionally demanding work. Acknowledging effort matters, even when outcomes are delayed.
There is also a deeper level of incentivisation tied to purpose. Reminding yourself why you are pushing forward can be a powerful motivator. Stability, self-respect, providing for family, regaining independence. These are incentives too, even if they are not tangible.
Over time, incentivisation helps rebuild routine. Tasks regain shape. Days regain structure. You begin to feel capable again. That feeling is not small. It is the foundation of recovery.
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