Jack’s Empowerment and Inspiration: 136. DO YOU HAVE USEFUL SKILLS? Jack’s Redundancy Empowerment - empowering redundancy - empowering redundant workers

Sunday, 28 December 2025

136. DO YOU HAVE USEFUL SKILLS? Jack’s Redundancy Empowerment - empowering redundancy - empowering redundant workers - Jack Lookman

136. DO YOU HAVE USEFUL SKILLS? 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 define their usefulness too narrowly. They focus on formal qualifications, job titles or years served, forgetting that modern work values capability far more than labels. Useful skills are not limited to technical expertise. Communication, organisation, decision making, problem solving, mentoring, coordination and adaptability are all skills employers and clients actively seek, especially during uncertain economic periods.

If you have worked in the UK workforce, you have navigated systems, targets, people and pressure. That experience is not neutral. It is valuable. Redundancy does not erase the fact that you met deadlines, handled customers, resolved issues, managed information or supported teams. These are transferable skills that remain intact even when a role ends.

Familiarity is one of the reasons why redundant people struggle to see their skills. When you do something for years, it ceases feeling unique. It has a basic feel about it. However, what seems simple to you may be highly beneficial to someone else. An operations assistant who quietly manages schedules and reports may not consider this a skill, but it is exactly what a small business owner who is drowning in paperwork requires.

The UK employment market is increasingly valuing adaptability. Employers are searching for individuals who can adapt, learn quickly, and collaborate across functions. Redundancy can actually benefit you here if you take the time to establish what you can do beyond your previous job description. Consider the difficulties you usually solve. Consider what tasks others relied on you for. Those patterns reveal your real skill set.

There is also a tendency to discount soft skills, yet these are often the hardest to replace. Reliability, emotional intelligence, time management and clear communication are skills that machines and systems cannot replicate easily. If you have been trusted with responsibility, client contact or sensitive information, that trust was built on skill.

Redundancy can be an opportunity to audit your skills honestly. Not through self-criticism, but through recognition. Write down what you know how to do without being taught again. Write down what colleagues used to ask you for help with. Write down what tasks you could handle even on your worst days. That is your baseline competence, and it is stronger than you think.

Once you identify useful skills, the next step is translation. Skills only create income when they are clearly expressed. Many UK workers struggle not because they lack skills, but because they describe them poorly. Instead of saying you were an administrator, explain that you coordinated information, managed competing priorities and kept operations running smoothly. Language matters.

Useful skills are also not fixed. Redundancy often reveals skill gaps you may want to close. The good news is that many complementary skills can be learned quickly and affordably. Short UK based courses, online certifications and practical training can expand what you already know rather than starting from scratch. This approach saves time and energy.

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