183. IS YOUR WORK ATTENDANCE TRULY DESIRABLE? 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 pushes people to reassess aspects of their working life they never questioned before. One of these is attendance. Many UK workers pride themselves on being reliable, always present and rarely absent. They arrive early, stay late and make themselves available whenever needed. When redundancy happens anyway, confusion sets in. If attendance was strong, what went wrong?
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The uncomfortable truth is that attendance alone does not equal value. Being present is expected. Being missed is different. Desirable attendance means that your presence changes outcomes. It means progress slows when you are not there. Many redundant workers discover that while they were dependable, their absence did not disrupt results in ways leadership felt compelled to protect.
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This realisation can feel unfair, especially for those who sacrificed personal time and wellbeing to be present. But redundancy forces a shift from effort-based thinking to impact-based thinking. Attendance matters most when it supports critical functions, decision making or revenue. Presence without leverage is easier to replace.
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After redundancy, this insight becomes powerful. It allows you to reposition yourself more deliberately. In applications and interviews, focusing on how your presence influenced outcomes rather than how often you showed up changes perception. Employers listen differently when attendance is framed as contribution rather than compliance.
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There is also a behavioural dimension. Some people attend physically but disengage emotionally. Others attend mentally but remain invisible. Desirable attendance combines presence with initiative, judgement and follow through. Redundancy highlights where this balance was missing.
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UK workers rebuilding quickly often reassess how they show up. They look for roles where presence is linked to responsibility, not just availability. They aim to be part of processes that matter rather than simply supporting them from the sidelines.
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Attendance should not cost you health or identity. When being present becomes performative, resentment grows. Recovery after redundancy offers a chance to redefine what showing up truly means. It becomes less about hours logged and more about influence delivered.
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