Jack’s Empowerment and Inspiration: 114. WILL YOU CAUSE UNNECESSARY DAMAGE BEFORE LEAVING? Jack’s Redundancy Empowerment - empowering redundancy

Sunday, 21 December 2025

114. WILL YOU CAUSE UNNECESSARY DAMAGE BEFORE LEAVING? Jack’s Redundancy Empowerment - empowering redundancy - Jack Lookman

114. WILL YOU CAUSE UNNECESSARY DAMAGE BEFORE LEAVING? 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 can elicit a range of emotions, including anger, disappointment, resentment, and fear, all of which can lead to impulsive behaviour. It is tempting to vent those emotions in ways that feel satisfying in the moment, such as sending scathing emails, criticising co-workers, or leaving a messy workspace.

Many UK workers have told me stories about allowing emotions to take over in their final days. Some admit to deleting shared files, sending sarcastic messages, or making abrupt departures that damage relationships. While it may feel like you're reclaiming power, it actually harms your reputation, reduces references, and may close doors that could have led to future opportunities. Employers remember behaviour, and industries in the UK are surprisingly small. Word travels, and what feels private in the moment often comes back in ways you cannot anticipate.

Redundancy should not be used to punish your employer. It is an opportunity to depart with dignity and use your final days to position yourself for what comes next. Even as you exit, you have the opportunity to leave a positive impression. Emails can be polite, handovers can be detailed, and communication can be professional. These small decisions are an investment in your future.

It is also important to acknowledge the emotional pressures that cause people to lash out. Redundancy feels personal, even if it isn't. You may feel undervalued, unseen, or betrayed. These emotions are valid, but they are best expressed in private reflection or with trusted friends rather than through actions that leave lasting impressions. Journaling, talking to mentors, or even seeking professional support can help you process the feelings without creating long-term consequences.

Some people rationalise that “I won’t need them again, so it doesn’t matter.” The truth is, you may need them or someone they influence sooner than you think. Careers are rarely linear. Industries are interconnected. People cross paths again in unexpected ways. By leaving on a note of professionalism, you preserve the network that may provide references, recommendations, or even business opportunities in the future. The damage you avoid now could be the bridge that helps you land your next role.

Consider redundancy as a transition rather than a confrontation. Your energy is better spent preparing for the future than proving a point in the present. Each action you take in your final days sends a signal not only to your employer, but also to yourself. If you exit calmly, it boosts your confidence and self-esteem. If you leave destructively, you may carry regrets that last far longer than the job itself.

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