201. BECAUSE ONE TIMES TWO HUNDRED IS NOT ALWAYS TWO HUNDRED TIMES ONE - 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
At first glance, effort appears uncomplicated. Work harder to obtain more. In practice, redundancy exposes a fault in the logic. Many UK professionals who dedicated their all to one role learnt that intensity did not equal security. One times two hundred does not always equal two hundred times one. Concentrated effort in one area can still leave you vulnerable.
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Giving your all to a single employer feels admirable. Long hours. Emotional investment. Loyalty. The issue isn't effort. The issue is direction. Effort without leverage causes exhaustion rather than protection. Redundancy reveals this painfully. You can give your all and still be eliminated because effort was not the deciding factor.
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Spreading effort strategically creates resilience. Two percent effort across one hundred directions is inefficient, but two or three additional streams of focused effort create optionality. This is not about burnout. It is about balance. UK workers who recover fastest often have multiple points of traction. A professional network. A side skill. A reputation beyond one organisation.
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Redundancy forces a recalculation of how energy is spent. Instead of asking how hard you worked, ask where it went. Did it build transferable skills or only internal knowledge? Did it increase visibility outside the company or only inside? Did it strengthen independence or deepen dependence?
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Two hundred times one feels safe because it is familiar. One employer. One routine. One identity. But safety built on concentration is fragile. When that one collapses, recovery is steep. One times two hundred spreads risk. It allows momentum to continue even when one area stalls.
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This principle applies directly to job searching after redundancy. Applying to one role obsessively is emotionally draining. Exploring multiple paths increases probability. Contract roles. Temporary work. Upskilling. Consulting. These are not distractions. They are stabilisers.
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UK workers often fear that diversification signals lack of focus. In reality, it signals adaptability. Employers understand that modern careers are non linear. What they want is coherence. Can you explain how your experiences connect? Can you show intentional growth rather than random movement?
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Redundancy is the moment many people finally invest in themselves rather than just their employer. Courses. Certifications. Coaching. These investments compound differently. They remain yours regardless of where you work next. That is leverage.
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If your previous role consumed all your energy, redundancy may feel like collapse. If your effort was distributed, it feels like redirection. The difference is strategic design. Going forward, aim for effort that multiplies rather than concentrates. Working hard is not the problem. Working narrowly is. The aim is not to reduce commitment, but to increase resilience. One times two hundred builds a working life that can absorb shocks.
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