Jack’s Empowerment and Inspiration

165. INTERPERSONAL SKILLS - 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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When people think about recovering from redundancy, they often focus on technical skills, qualifications and experience. What is frequently overlooked is the role of interpersonal skills. Yet for many UK workers, these skills determine how quickly opportunities appear and how smoothly transitions happen.

Interpersonal skills shape how you connect, communicate and build trust with others. After redundancy, these interactions increase. Networking conversations, interviews, client discussions, collaborations and negotiations all rely heavily on interpersonal ability. Strong skills here can compensate for gaps elsewhere.

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Redundancy often knocks confidence, which directly affects how people show up socially. Some withdraw. Others overcompensate. Both responses can limit opportunities. Developing awareness around interpersonal behaviour helps people recalibrate without pretending everything is fine.

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Listening is one of the most powerful interpersonal skills during recovery. Many opportunities emerge simply because someone felt heard. When redundant workers listen attentively, ask thoughtful questions and show genuine interest, they stand out. This is especially important in informal conversations where roles and possibilities are still forming.

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Empathy also plays a role. Understanding the pressures others face allows for better rapport. This does not mean oversharing personal struggles. It means reading the room, responding appropriately and building mutual respect. People are more likely to recommend, hire or collaborate with someone who feels easy to interact with.

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Assertiveness is another key skill. After redundancy, some people struggle to advocate for themselves. They accept low pay, unclear terms or unsuitable roles out of fear. Interpersonal strength includes setting boundaries politely but firmly. This protects long term stability and self-respect.

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In the UK work culture, subtlety matters. Confidence without arrogance. Warmth without over familiarity. Interpersonal skills help navigate these nuances. They allow redundant workers to rebuild professionally without feeling out of place.

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These skills also influence how people talk about their redundancy. Framing the experience calmly and constructively reassures others. It signals resilience rather than failure. This framing often determines whether conversations lead to opportunities or sympathy alone.

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Interpersonal skills are not fixed traits. They can be refined quickly with awareness and practice. Small changes in tone, posture, eye contact and response timing can significantly improve interactions. For those aiming to get back on their feet fast, interpersonal skills act as multipliers. They increase the return on every application, conversation and connection. In uncertain times, people choose to work with those they trust.

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