Jack’s Empowerment and Inspiration

184. DO YOU EFFECTIVELY MANAGE POLITICS IN YOUR WORKPLACE? 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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Workplace politics is a phrase many UK workers dislike. It carries associations of manipulation, favouritism and dishonesty. As a result, some people distance themselves from it entirely, believing that good work should speak for itself. Redundancy often challenges this belief. When decisions feel opaque or unexpected, avoidance of politics suddenly looks less principled and more costly.

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Managing politics does not mean scheming. It means understanding how decisions are made, who influences them and how priorities are set. Many redundancies are not based purely on performance. They are shaped by perception, visibility and alignment. Ignoring this reality does not protect you from it.

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After redundancy, reflection often reveals patterns. Some workers realise they were highly capable but poorly positioned. Others recognise they avoided relationships that felt uncomfortable or unnecessary. Over time, this limited advocacy when decisions were made behind closed doors.

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Politics also influence recovery. Networking, referrals and recommendations are political processes, even when informal. Those who avoid them struggle longer. Those who engage thoughtfully often regain footing faster.

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Managing politics effectively involves communication. Sharing progress. Clarifying priorities. Building alliances without losing integrity. It is a skill, not a personality trait. It can be learned and practised.

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In interviews, political awareness shows up as nuance. Candidates who understand organisational dynamics speak more convincingly about challenges. They demonstrate maturity rather than naivety. Employers value this because it reduces risk.

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UK workers who recover quickly often shift their mindset. They stop seeing politics as something dirty and start seeing it as information flow. Understanding where influence sits allow better decisions about where to invest energy.

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Redundancy strips away illusions. It shows that silence is not neutrality. It is invisibility. Managing politics thoughtfully does not compromise values. It protects contribution. Learning this lesson now strengthens future roles. It ensures that good work is not only done but recognised. And recognition often determines who stays when change arrives.

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