Jack’s Empowerment and Inspiration: 181. DO YOU ALWAYS PASS THE BUCK? Jack’s Redundancy Empowerment - empowering redundancy - empowering redundant workers

181. DO YOU ALWAYS PASS THE BUCK? 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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Many UK workers describe their redundancy entirely through the actions of others. Management failed. Leadership made poor decisions. The system is broken. While these statements may be true, stopping there limits growth. Employers listening to these narratives during interviews often sense disengagement or bitterness, even when words are measured. Responsibility signals maturity. Deflection signals risk.

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Passing the buck also affects how people approach the job search itself. When progress stalls, blame may fall on recruiters, algorithms or competition. Again, these factors exist. But focusing solely on them discourages adaptation. CVs remain unchanged. Approaches stay rigid. Feedback, when offered, is dismissed rather than integrated.

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This mindset can extend into skills assessment. Some redundant workers assume their experience should speak for itself. When it does not, they blame ageism, industry bias or unfair hiring practices. While bias exists, refusal to adjust messaging or learn new tools reduces employability further. Responsibility does not mean self blame. It means recognising what you can influence.

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Passing the buck also damages confidence in subtle ways. When control is always external, hope depends on others changing. This creates helplessness. Confidence grows when action feels meaningful. Taking responsibility restores momentum, even when outcomes remain uncertain.

In interviews, responsibility is expressed as ownership. Candidates who can recognise problems, articulate lessons learnt, and describe progress stand out. Those who focus primarily on fault frequently appear stuck. Employers want people who respond positively to adversity, not those who wait for ideal circumstances.

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Responsibility helps UK workers get back on their feet quickly. It sharpens the focus. It fosters experimentation. It converts rejection into facts, rather than judgement. This does not excuse harsh treatment. It requires choosing development over stagnation.

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Redundancy is disruptive enough without adding powerlessness to the equation. When responsibility is properly reclaimed, it becomes a tool rather than a burden. It permits you to proceed without ignoring reality or yourself.

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