There is a lot of comfort food on LinkedIn right now.

“You did nothing wrong.”
“You were just unlucky.”
“It’s the company’s loss.”

That might be true. But what if it is not?

I have worked with organisations that make entirely legitimate decisions to downsize, and they also use the opportunity to let go of people who were underperforming. Not because they are unkind. But because redundancy is often an easier route than performance management.

If you have been made redundant, it is worth asking yourself some uncomfortable questions:

• Where are your skill gaps?

• How have you failed to stay current?

• Were you genuinely adding value, or just staying busy?

• Have you been coasting, quietly hoping no one would notice?

This is not about blame. It is about ownership.

Face those questions today before rejection finds you again tomorrow. The market is tough, competition is fierce and sentiment will not get you hired.

Relevance. Value. Adaptability. That is what counts.

If you are serious about getting back in the game, get serious about what you need to change.

If you were my client, here is how we would work together:

1. we would start with the mirror, not the market

Before you update your CV or rewrite your LinkedIn profile, we would ask the harder questions:

• What feedback have you ignored?

• Where did you get complacent?

• What did you stop learning because you were too busy doing?

2. then we would get forensic

I would help you analyse your past role like a business case:

• Where did you add measurable value?

• What did the business need that you did not deliver?

• How would a top performer in that role have behaved differently?

3. we would look at the market through a modern lens

• The world has changed. Are your skills up to date?

• Have you embraced AI, digital tools, new ways of working?

• Are you positioning yourself as someone who is future fit or someone trading on past glories?

4. we would build a learning plan, not just a job search

You do not need another generic course. You need targeted growth.

• Where are the gaps?

• What new problems can you solve?

• How do you want to be seen in your next role?

5. finally, we would define your value story

This is not about a polished elevator pitch. It is about knowing, with clarity and conviction, what you bring to the table that matters now.

Being made redundant is not a character flaw. But neither is it always someone else’s fault.

If you treat it as a wake-up call rather than a wound, it can become the turning point you did not know you needed.

If you want to be coached like this, let us talk.