Redundancy: when you’re wondering if you might be next

When redundancies are happening around you at work, it is completely normal to feel unsettled long before anything is formally confirmed. Even if your role has not been mentioned, uncertainty has a way of quietly working its way into both your thinking and your body. You may still be doing your job as you always have. You continue to show up, meet expectations, and contribute. Yet something has shifted internally.

It is common to find yourself watching more closely than usual, noticing changes in tone, reading between the lines in conversations, or wondering whether certain organisational decisions carry more meaning than they appear to on the surface.

This is often the quieter phase of redundancy, where nothing has happened directly to you and yet the environment has changed enough that you can feel it. And that feeling matters, because uncertainty does not wait for confirmation before it begins to affect us.

The impact of uncertainty

When redundancies are announced around you, your nervous system may register this as a threat even before your rational mind has fully processed what is happening.

You might notice:

• a persistent background tension that was not there before
• greater difficulty concentrating or making decisions
• changes in sleep patterns or energy levels
• an increased urge to monitor communication or workplace dynamics
• a subtle but ongoing sense of scanning for clues about what may come next

These responses are not signs of weakness. They are very human reactions to instability. Work is rarely just about tasks or outputs. It is often tied to identity, financial security, purpose, and belonging. When the ground begins to shift, it is natural to seek certainty. The challenge is that during this phase, certainty is often unavailable. So the question becomes how to remain steady when the future feels unclear.

Supporting yourself before anything is confirmed

There are ways to move through this period that do not rely on denial or panic. The aim is not to predict what will happen. It is to support yourself well enough that whatever unfolds, you are meeting it from a place of stability rather than depletion.

Take time off properly

In uncertain times, many people feel pressure to remain constantly available so they are seen as committed or present. However, staying mentally tethered to work at all times can increase anxiety and reduce clarity.

Taking leave properly, without checking in or half-working, allows your nervous system to settle. Time away can create the mental space needed for clearer thinking and better decision-making.

Make use of available support

Organisations often provide resources that go underused in ordinary circumstances, including:

• employee assistance programmes
• mental health support services
• coaching opportunities
• financial guidance

These supports are designed for moments of uncertainty as much as for moments of crisis. Using them early can help prevent overwhelm rather than waiting until stress becomes unmanageable.

Keep a quiet record of your work

Periods of instability can affect confidence in subtle ways, even for highly capable professionals. Maintaining a private record of your contributions can help you stay connected to your own value.

This might include:

• positive feedback you have received
• outcomes you have delivered
• challenges you have navigated
• responsibilities you have carried successfully

This is not about self-promotion. It is about maintaining perspective when self-doubt becomes louder than usual.

Resist rushing into major decisions

Uncertainty can create a sense of urgency that may not truly belong to you. It can be tempting to immediately pursue alternative roles, accept the first available opportunity, or make significant career decisions from a place of fear.

Sometimes movement is appropriate. At other times, stabilisation is more helpful. Allowing yourself time to gather information and reflect can prevent decisions that are driven by anxiety rather than alignment.

Talk to someone outside your workplace

When uncertainty exists within your organisation, it can feel isolating. Having a space where you do not need to maintain composure or support others can make a meaningful difference.

This may involve speaking with:

• a trusted friend
• a mentor
• a therapist
• a coach

Someone outside the system can offer perspective and emotional grounding that may be difficult to access internally.

Holding uncertainty without losing yourself

Taking these steps does not mean you are preparing for the worst. It means you are responding thoughtfully to a changing environment. Workplaces evolve for many reasons that sit far beyond individual contribution.

Redundancy, if it occurs, is a structural decision rather than a personal verdict. Remembering this can soften the tendency to internalise organisational change as a reflection of personal worth.

Staying grounded in the meantime

If you find yourself in this uncertain phase, it may help to reflect on what supports steadiness for you personally. For some people, this includes maintaining routines, prioritising rest, and focusing on what remains within their control.

For others, it may involve quietly updating professional materials or reconnecting with networks, not from panic but from preparedness. Both approaches are valid. What matters most is remaining connected to yourself while the external environment shifts.

Uncertainty can invite us to question our place and our future. Even so, capability and experience do not disappear because circumstances change. Workplaces can shift quickly. Your worth does not. If you are navigating redundancy uncertainty right now, what helps you stay grounded when change is in the background?