145. ARE YOU KNOCKING YOUR HEAD AGAINST BRICK WALLS? 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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After redundancy, effort can easily turn into exhaustion. Applications go out. Conversations happen. Nothing moves. At some point, persistence stops being productive and starts becoming friction. The danger is mistaking activity for progress.
A brick wall usually feels like bad luck at first. A rejected application here. A polite silence there. But repeated resistance often signals misalignment rather than failure. The market is responding. It is just not responding favourably. Ignoring that feedback wastes time and energy. Many people double down at this stage. They apply harder. They widen the net indiscriminately. They lower standards without changing strategy. This rarely works. Pressure without adjustment only reinforces the wall.
The more useful question is not why doors are closed, but where effort is being applied without leverage. Are you targeting roles that no longer value your strengths. Are you speaking in language that no longer matches current needs. Are you chasing familiarity instead of relevance. Brick walls tend to appear when direction is driven by comfort rather than accuracy.
There is also an emotional layer. Redundancy can create urgency that clouds judgement. People feel they must move quickly, so they push against the most obvious option. That option is often the one they have outgrown. Resistance, in that case, is not rejection. It is misfit. Markets shift. Organisations change. What worked five years ago may no longer land in the same way. This is not a personal failure. It is a structural reality. Persisting without recalibration turns resilience into stubbornness, and stubbornness is expensive.
Stepping back feels counterintuitive when pressure is high, but it is often the most strategic move. Review what is not working with honesty. Look for patterns rather than isolated outcomes. Silence, repetition, and vague feedback usually point to positioning issues, not competence gaps. Another common brick wall appears in conversations. If discussions stall at surface level, it may be because the value being offered is unclear or generic. People respond to specificity. When messages are too broad, they create no traction. Precision creates openings.
There is a practical discipline here. Stop treating resistance as something to overcome through force. Treat it as data. Walls do not argue. They inform. They show where effort does not belong. This is also where restraint matters. Not every opportunity deserves pursuit. Choosing where not to apply effort is as important as choosing where to apply it. Redundancy narrows margins. Energy becomes a finite resource. Wasting it on dead ends delays progress elsewhere.
The shift happens when movement replaces pushing. When direction changes slightly, momentum often returns quickly. Different conversations open. Responses change tone. Engagement improves. That is usually the signal that alignment has improved. The lesson here is simple but uncomfortable. If you keep hitting the same wall, it is time to stop running at it. Step back. Reassess. Redirect. Progress comes from informed movement, not repeated impact. Redundancy does not require you to endure resistance endlessly. It requires you to notice it and move intelligently around it.
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