Jack’s Empowerment and Inspiration: 144. COULD YOU LEVERAGE YOUR KNOWLEDGE AND INTERESTS? Jack’s Redundancy Empowerment - empowering redundancy

Tuesday, 30 December 2025

144. COULD YOU LEVERAGE YOUR KNOWLEDGE AND INTERESTS? Jack’s Redundancy Empowerment - empowering redundancy - Jack Lookman

144. COULD YOU LEVERAGE YOUR KNOWLEDGE AND INTERESTS? 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 often exposes a quiet imbalance. People realise how much of their working life has been shaped by necessity rather than curiosity. Knowledge has been accumulated to meet job requirements, while interests have been kept separate, treated as optional or indulgent. When a role ends, that separation is no longer useful.

Knowledge is broader than formal expertise. It includes industry understanding, contextual judgement, pattern recognition, and the ability to make sense of complexity. Interests, meanwhile, signal where attention naturally goes when external pressure is removed. Together, they offer clues about sustainable direction, not just immediate reemployment.

The mistake many people make is assuming that knowledge only has value within its original setting. In reality, knowledge travels well when it is framed properly. Understanding how organisations function, how people respond to change, how systems break down, or how decisions are really made can be applied across sectors. Redundancy creates the moment where that translation becomes necessary.

Interests play a different but equally important role. They are often dismissed because they do not look serious enough. That is short sighted. Interests indicate energy. They show where learning happens without force. In a period of uncertainty, energy matters. It sustains effort when motivation dips and outcomes are not immediate.

There is also a credibility point here. When knowledge aligns with interest, communication improves. People speak with more clarity, confidence, and authority. That combination is persuasive, whether in interviews, consultancy conversations, or new ventures. It is easier to trust someone who understands a subject and genuinely cares about it.

This is not about turning hobbies into unrealistic career plans. It is about noticing overlap. Where does existing knowledge meet curiosity in a way that solves real problems. Where could insight be deepened quickly because interest already exists. These intersections are often more commercially viable than they first appear.

Some resistance is natural. Focusing on interests can feel risky when financial pressure is present. But ignoring them entirely can be just as risky. Paths built solely on obligation tend to exhaust people quickly. Redundancy offers a rare chance to rebalance pragmatism with engagement, without pretending one replaces the other.

The practical step is reflection with discipline. List what you know well. Separately, list what consistently holds your attention. Then look for connection points. The goal is not reinvention for its own sake, but alignment that increases resilience and adaptability.

The deeper shift is psychological. When people allow their knowledge and interests to inform direction, they move from reaction to intention. Redundancy stops being a scramble for replacement and becomes a recalibration of focus. Lastly, knowledge gives you substance.

Interests give you momentum. Leveraged together, they create options that are more durable than either alone. Redundancy does not remove this potential. It exposes it. What you choose to do with that exposure determines what comes next.

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