Jack’s Empowerment and Inspiration: 198. WILL YOU BE A PAWN IN WORKPLACE POLITICS? Jack’s Redundancy Empowerment - empowering redundancy

198. WILL YOU BE A PAWN IN WORKPLACE POLITICS? 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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Being a pawn does not imply you were incompetent or naïve. It suggests you focused only on execution while others concentrated on positioning. In stable times, this distinction is almost irrelevant. In redundancy circumstances, it becomes critical. Roles that are poorly understood, underestimated, or separated from decision makers are easier to dismiss, regardless of their importance.

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This is unpleasant to recognise because it calls into question the concept of justice. Many UK workplaces foster the idea that decisions should be made objectively. In practice, humans make these decisions under pressure and with insufficient information. They stick to what they know and safeguard what they believe is essential. If your contribution is not visible, it is susceptible.

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Redundancy often reveals who was playing the long game and who was simply working hard. Politics does not require manipulation or dishonesty. At its healthiest, it is about communication, context, and alignment. Do people know what you do and why it matters? Can your impact be explained simply? Are you connected to outcomes leadership cares about?

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Workers who avoid all politics sometimes do so out of principle. They want merit to speak for itself. The reality is that merit must be translated. If your work is not framed in terms of business value, cost saving, risk reduction, or revenue support, it may be overlooked. This is especially true during restructures where decisions are made quickly.

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For redundant workers reflecting on what happened, this is not about self blame. It is about learning how systems work. Being politically aware does not mean becoming cynical. It means understanding that visibility and relationships are part of job security. Silence does not equal safety.

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Moving forward, the goal is not to play games, but to reduce vulnerability. This means documenting impact. Sharing updates. Building relationships across teams. Understanding how your role fits into the bigger picture. These habits matter whether you return to employment, contract work, or self employment.

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If redundancy has already happened, this awareness becomes a tool for choosing your next environment wisely. Ask questions in interviews about decision making, communication, and change management. Notice how leaders talk about past restructures. Do they value transparency or spin? Culture determines how politics shows up.

Many UK professionals emerge from redundancy with clearer boundaries and sharper instincts. They stop assuming fairness and start designing resilience. They learn to advocate for themselves without apology. They recognise that being good at your job is essential, but being understood is equally important.

You were not wrong to focus on your work. But moving forward, do not allow yourself to be a silent asset again. The fastest way back to stability is not just finding another role, but positioning yourself so your value is visible, portable, and respected. That is how you stop being a pawn and start being a player in your own working life.

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