Jack’s Empowerment and Inspiration: 196. WILL YOU PUT ALL YOUR EGGS IN ONE BASKET? Jack’s Redundancy Empowerment - empowering redundancy

196. WILL YOU PUT ALL YOUR EGGS IN ONE BASKET? 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 has a way of revealing decisions we make discreetly, sometimes years before receiving the job loss letter. Many UK workers who find themselves abruptly unemployed have done nothing "wrong" in the obvious sense. They worked hard, met goals, remained loyal, and formed an identity around a single employer. The issue was not effort. It was about concentration. Too much emphasis is placed on one revenue source, one organisation's stability.

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Putting all your eggs in one basket usually does not feel risky while things are going well. The salary is steady. The routine is familiar. The employer pension exists. You tell yourself you will “think about something else later.” Later arrives suddenly when the basket tips. Mortgage payments do not pause because you were loyal. Energy bills do not reduce because the decision was unfair. This is why redundancy feels brutal. It collapses the illusion that one source of income can be depended on indefinitely.

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For UK workers trying to get back on their feet, the first lesson is not panic. It is awareness. You are not just unemployed but also temporarily without one income stream. That distinction matters because it shifts your thinking from loss to rebuilding. When income is diversified, redundancy becomes disruption rather than devastation. The goal is not to blame your past self, but to design a future version of your working life that is less fragile.

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This does not mean everyone needs to become an entrepreneur overnight. It means understanding that skills, not job titles, are what protect you. Skills can be used across employers, industries, and income types. A payroll specialist can freelance for SMEs. A project manager can consult short term. A customer service professional can move into training, onboarding, or process improvement. The UK labour market rewards adaptability far more than blind loyalty.

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Many redundant workers hesitate here because they equate diversification with risk. In reality, reliance on a single employer is the highest risk strategy available. A side income, even a small one, gives you psychological leverage. It reduces desperation in interviews. It buys you time. It allows you to be selective rather than reactive. This is critical when confidence is already shaken.

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The fastest way to rebuild is to audit what you already know how to do that solves problems for others. Not what your job title said, but what you actually did. Did you train new starters? Did you manage suppliers? Did you write reports that influenced decisions? Did you calm angry customers? Each of these has market value beyond one company. UK employers and clients pay for outcomes, not loyalty.

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Redundancy is often the moment people finally give themselves permission to think differently. That permission should be used wisely. Instead of rushing into the next identical role out of fear, consider how you can spread your value across more than one place. One job can be your base, but it should not be your entire foundation. Eggs belong in several baskets because life is unpredictable, not because you lack commitment.

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