199. DO YOU MAKE UNNECESSARY ENEMIES AT WORK? 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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Most people don't wake up intending to make enemies. It frequently occurs quietly due to ego, defensiveness, miscommunication, or the need to be correct rather than productive. Relationships are more important in many UK organisations than most employees know, particularly during times of uncertainty. When restructuring occurs, decision makers frequently rely on trust, familiarity, and perception just as much as spreadsheets.
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Unnecessary enemies are seldom dramatic. They are coworkers who felt undermined during meetings. Managers who felt challenged in public. Team members felt dismissed. These times may appear inconsequential while employed, but redundancy magnifies hindsight. When faced with difficult options, people unconsciously protect those they know and trust. Those viewed as difficult, even if competent, can become easier to let go of.
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This is not about encouraging silence or compliance. Healthy disagreement is necessary in any functioning organisation. The issue is not disagreement itself, but how it is handled. Many workers confuse professionalism with bluntness. In reality, professionalism in the UK workplace is often coded language, emotional intelligence, and timing. Saying the right thing in the wrong way or at the wrong moment can quietly damage relationships.
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Redundancy can feel unfair when you know others who contributed less but remained. Often, the difference is not output but relational capital. People who built goodwill, avoided unnecessary friction, and navigated tension calmly tend to survive longer in unstable environments. This does not make the system perfect, but it makes it predictable.
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For redundant workers trying to recover quickly, this reflection is not about regret. It is about recalibration. You cannot change what happened, but you can refine how you show up next. The job market in the UK is competitive. Technical skill gets you noticed, but emotional skill keeps you retained.
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When entering interviews after redundancy, employers are listening carefully for signs of adaptability. How you speak about past conflicts matters. Blaming others signals risk. Taking measured responsibility signals maturity. Employers know workplaces are imperfect. They want to know you can navigate imperfection without becoming a liability.
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Moving forward, the most resilient professionals learn to choose their battles. Not every issue needs confrontation. Not every disagreement needs to be won. Influence is often built quietly through consistency, respect, and reliability. This is especially important during times of organisational stress, where patience becomes a form of power.
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If redundancy has taught you anything, let it be this. Being right is less valuable than being effective. Being skilled is less valuable than being trusted. None of this diminishes your competence. It sharpens it. The fastest way back on your feet is not just upgrading your CV, but upgrading how you manage human dynamics.
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Workplaces will always have politics, pressure, and personalities. You do not need enemies to prove strength. You need allies to survive uncertainty.
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