Jack’s Empowerment and Inspiration: 142. COULD REDUNDANCY BE A SPRINGBOARD TO GREATER HEIGHTS? Jack’s Redundancy Empowerment - empowering redundancy

Tuesday, 30 December 2025

142. COULD REDUNDANCY BE A SPRINGBOARD TO GREATER HEIGHTS? Jack’s Redundancy Empowerment - empowering redundancy - Ola Carew

142. COULD REDUNDANCY BE A SPRINGBOARD TO GREATER HEIGHTS? 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 is commonly treated as a full stop when, in reality, it is often a comma. The real damage is not the job loss itself, but the assumption that it automatically signals decline rather than transition.

Once the immediate shock settles, redundancy creates something rare in modern working life: enforced pause. That pause strips away routine, momentum, and habit. What remains is a clearer view of capability, appetite, and direction. Many people discover they were operating on autopilot, staying put because movement felt risky, not because growth had stopped. Redundancy interrupts that logic.

The resistance usually comes from fear. Fear of instability. Fear of starting again. Fear of explaining the situation to others. These concerns are reasonable, but they often mask a deeper truth. Progress does not always come from security. It frequently comes from pressure. Careers evolve fastest when assumptions are challenged and comfort is removed.

There is also a structural shift worth noticing. Organisations change faster than individuals are encouraged to adapt. Roles narrow. Skills become boxed in. Redundancy breaks that container. It forces people to look beyond job titles and towards transferable value. That is where upward movement often begins, not sideways replacement.

This is not about romanticising disruption. Redundancy can be uncomfortable, financially stressful, and emotionally draining. But discomfort and stagnation are not the same thing. One can coexist with opportunity. The other rarely does. The key difference lies in response, not circumstance.

The practical opportunity sits in reassessment. What problems can you solve that are not tied to a single employer. Where does your experience carry weight beyond its original context. What paths were previously dismissed because they felt impractical or unnecessary. Redundancy reopens those questions with urgency and relevance.

It also removes a subtle but powerful constraint. When a role ends involuntarily, the fear of leaving disappears. The decision has already been made. That changes behaviour. People explore options they would not have considered while employed. They speak more openly. They take measured risks. They stop waiting for permission.

The idea that career growth must be linear is outdated. Many of the most resilient and successful professionals have non-linear paths shaped by disruption, redirection, and recalibration. Redundancy often becomes the point where that shift begins, even if it is only obvious in hindsight.

The takeaway is straightforward. Redundancy does not cap your potential. It challenges how you define it. Treated passively, it can stall progress. Treated deliberately, it can reset trajectory. The springboard is not the event itself. It is the choice to use the moment rather than rush past it.

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