Written by Outplacement Coach, Nick Roud, Auckland, New Zealand 28th October 2026.
Redundancy is often described as a career event. In reality, it is a deeply personal leadership event. This year we have coached many professionals whose positions have been disestablished and successfully returned to work.
For many capable, experienced professionals, the moment a role is disestablished can unsettle more than income or routine. It can challenge identity, confidence, status, connection, and the story you have told yourself about your value. Work is rarely just work. It provides structure, purpose, relationships, recognition, and a place to contribute. When that is removed unexpectedly, even the most accomplished leader can feel unsteady. That response is not weakness; it is human.
Have you got a Return To Work Plan, should redundancy happen to you?
But redundancy is not the end of your leadership story. Handled with intention, it can become the beginning of a sharper, more deliberate next chapter.
Returning to work after redundancy is not simply about securing a new role. It is about returning well. What do I actually mean by that? With clarity about who you are now, energy that is protected rather than depleted, and a way of showing up that leaves the past where it belongs behind you.
The first 90 days matter. Not because you must have everything solved by day 90, but because the patterns you establish early will shape your confidence, credibility, relationships, and performance long after the initial transition has passed.
The Real Transition Is Internal
When people think about returning to work, they often focus on the external transition the new title, the new organisation, the new team, the new systems, the new expectations. Even the new shoes.
Those matter. But the more important transition is internal. Leadership is an internal job that flows up and down like the ocean.
You may be moving from a role where you knew the politics, the people, the pressure points, and the unwritten rules. You may have carried significant responsibility, earned trust over years, and built a reputation through consistent delivery. Then redundancy arrives, and suddenly you are asked to begin again. Someone recently shared with me that it took her back to first day at University, optimistic, scared, excited, anxious and everything in between.
That can stir a range of reactions:
- “Will they see my value quickly enough?”
- “Do I still have what it takes?”
- “What if I compare myself to who I was before?”
- “How much of my previous story do I bring with me?”
- “How do I show up without appearing guarded, overly keen, or uncertain?”
These questions are normal. In my work with senior executives and emerging leaders, I often see that the hardest part of a career transition is not learning the new job. It is deciding who you will be while you learn it. What got you here won’t get you there. But don’t throw everything you have learnt to date out. Like checking your pantry, give it a good clean out every now and then but keep the jars that work for you in your new look pantry.
Redundancy can leave residue a need to prove yourself, a fear of being disposable again, a tendency to overwork, a reluctance to ask for help, or a quiet loss of belief. If those feelings go unexamined, they can follow you into your next role.
The goal is not to pretend they do not exist. The goal is to process them, learn from them, and choose not to lead from them. I am currently coaching a professional who has been made redundant four times in his career. I top my hat off to him for the calmness and manner he is approaching our Outplacement coaching work together. If he lets me I might interview him for an article next year.
Leave the Past Behind Without Discarding the Lessons
“Leaving the past behind” does not mean pretending your previous role did not matter. It does not mean suppressing disappointment, anger, grief, or uncertainty. Those emotions deserve acknowledgement.
It means refusing to let the past define your future.
There is a difference between reflection and rumination.
Reflection asks: What did I learn? What strengths did I demonstrate? What do I want to repeat, refine, or leave behind? What kind of leader do I want to be next?
Rumination asks, repeatedly: Why did this happen to me? What does it say about me? Who is to blame? What if I am not good enough?
Reflection creates movement. Rumination keeps you circling.
Before you return to work, give yourself permission to close one chapter consciously. Write down what you are taking with you your experience, judgement, relationships, resilience, technical knowledge, commercial acumen, people leadership, and the lessons learned under pressure.
Then write down what you are choosing not to carry forward the label of redundancy, the need to seek permission, the fear that your value must be constantly proven, the belief that security comes only from one organisation, or the habit of measuring yourself against an old version of yourself.
You are not returning as the person who was made redundant. You are returning as a leader with more perspective, more self-knowledge, and a clearer understanding of what matters. Different but yourself!
Your First 90 Days. A Different Kind of Plan
The first 90 days in a new role are often discussed as a period of rapid delivery. There is pressure to make an impact, prove value, secure early wins, and demonstrate that the organisation made the right decision.
That pressure can be useful but it can also be dangerous, particularly after redundancy.
If you arrive determined to prove your worth, you may overcommit, take on too much, avoid difficult conversations, say yes when you should pause, or try to replicate the intensity of your previous role before you understand the new environment.
A better approach is to replace “prove myself” with “contribute intentionally.”
Your first 90 days should be built around three questions:
- What does this organisation need from me now?
- What do I need in order to perform sustainably?
- How do I want to be experienced by others?
Those questions create a more grounded foundation than simply chasing early wins.
Days 1–30 Listen, Learn, and Stabilize
The first month is not about having all the answers. It is about building accurate understanding.
Meet people. Ask good questions. Learn the strategy, the culture, the decision-making style, the pressures, and the expectations. Understand what success looks like not only in your job description, but in the eyes of your manager, peers, team, and key stakeholders.
Be curious rather than comparative. Ah the great Ted Lasso, Be Curious……..I kind of like that approach.
It is tempting to measure your new environment against your old one: “In my last role, we did it this way.” Sometimes that experience is valuable. But leading with comparison can make you appear disconnected or defensive. Instead, ask: “What is working here? What is being asked of me? Where can I add the most value first?”
During the first 30 days, focus on:
- Building trust through consistency, reliability, and genuine curiosity.
- Understanding the business, stakeholders, and operating rhythm.
- Clarifying expectations with your manager.
- Identifying two or three meaningful early contributions.
- Establishing sustainable routines around sleep, movement, recovery, and focus.
- Noticing your internal narrative and challenging unhelpful stories.
You do not need to be the loudest person in the room. You need to be present, considered, and useful. Redundancy is a great opportunity for professionals to leave behind behaviors that are no longer serving them.
Days 31–60 Contribute, Connect, and Establish Credibility
By the second month, people should begin to see your capability not because you are performing, but because you are contributing.
Choose your early wins carefully. They should matter to the organisation, be achievable, and reflect the kind of leader you want to be known as. Avoid taking on everything simply to demonstrate effort. Effort without focus can create noise; focused contribution creates trust.
This is also the time to invest in relationships.
Your credibility will not come only from your output. It will come from how you engage whether you listen well, follow through, communicate clearly, support others, handle pressure constructively, and bring a calm, thoughtful presence to complexity.
Ask yourself:
- Who are the people I need to understand better?
- Where are the relationships that will determine my success?
- What does my team need from me as a leader?
- Where am I holding back because of old fears?
- Where am I pushing too hard because I feel I must prove something?
By days 31–60, aim to have a clear point of view. Not a rigid position, but a perspective grounded in what you have learned. Leaders earn trust when they can combine humility with judgement.
Days 61–90 Lead, Shape, and Commit
By the third month, the transition should begin to shift from orientation to ownership.
You will still be learning. Everyone is. But you should increasingly be making decisions, influencing outcomes, developing others, and shaping how work gets done.
This is the point where you move from “new person finding their feet” to “leader adding value.”
Ask:
- What am I now accountable for?
- What decisions am I avoiding?
- Where can I create clarity for others?
- What habits are helping or hindering my performance?
- What kind of leadership do I want to be known for over the next 12 months?
The strongest returners do not try to become someone else. They bring their experience into a new context with openness, discipline, and purpose.
Energy Is a Leadership Asset
One of the most overlooked aspects of returning to work after redundancy is energy. Some call it mojo, others energy, I like to call it your mirror!. I am working with a well-renowned GP here in New Zealand and it’s an important topic that we must not overlook. If you haven’t been for your annual check-up, call your GP today and book it in, please!
Redundancy can be exhausting long before you start a new job. The uncertainty, job search, financial pressure, interviews, rejection, family conversations, and constant self-evaluation consume emotional and cognitive energy. Then, when the new role begins, many people try to compensate by working harder than ever.
That is understandable. It is also unsustainable.
Energy is not a soft topic. It is a performance issue. Business leaders around the world put clear processes in place when it comes to energy levels. So why don’t you?
Your ability to think clearly, make sound decisions, communicate well, manage pressure, and lead others depends on your physical, mental, and emotional reserves. Leaders who neglect their energy often become reactive, short-tempered, scattered, or overly controlling. They may still deliver, but at a cost to themselves and to those around them.
Whilst we are not perfect we do put emphasis on disciplined direction of time, energy, and attention as central to sustained leadership performance. That matters especially after redundancy, when your instinct may be to prove your value through sheer effort.
Know Your Energy Pattern
Start by understanding your natural energy rhythm.
When are you at your sharpest? When do you do your best strategic thinking? When are you best suited to difficult conversations? When do you need recovery? For me I am a morning person, writing must be done before the kids arise, movement is at the moment late afternoon where I have my thinking time, it’s not always been that way but right now its working for me.
Protect those periods.
If you think most clearly in the morning, do not give that time away to emails and administrative tasks. If you are depleted by back-to-back meetings, build recovery into your calendar. If you lead a team, notice how your energy affects theirs. People read more than your words; they read your presence.
Build Energy Into the Role, Not Around It
Do not treat energy management as something you will do once things settle down. They rarely do.
Build it into the role from the beginning:
- Schedule thinking time as seriously as meetings.
- Take short recovery breaks between demanding conversations.
- Move your body regularly; even brief walks can reset attention.
- Sleep is not a luxury; it is a leadership tool.
- Eat properly and hydrate, especially during high-pressure periods.
- Create boundaries around after-hours work where possible.
- Identify one or two people outside work who help you perspective-take.
This is not indulgence. It is responsible leadership. I liken this approach recently to a CEO client I have been coaching in Australia, think about a pilot who does their annual test, why do they do it after 30 years of flying planes? Because it’s responsible to do so.
A depleted leader may be present in body but absent in mind. A well-managed leader brings attention, patience, judgement, and perspective.
How You Show Up Matters
After redundancy, how you show up in your new role is a choice.
You can arrive carrying the fear of being unwanted. Or you can arrive carrying the wisdom of having navigated a difficult transition.
You can be cautious to the point of invisibility. Or you can be considered, confident, and open.
You can try to recreate your old identity. Or you can bring forward the best of who you are, adapted to a new environment.
The most effective leaders returning after redundancy tend to demonstrate several qualities.
Grounded Confidence
Grounded confidence is not arrogance. It is not the need to be the smartest person in the room. It is a quiet internal knowing: I have experience. I have judgment. I have something valuable to offer. I do not need to perform to belong.
This kind of confidence allows you to ask questions without feeling diminished. It allows you to admit uncertainty without losing authority. It allows you to contribute without dominating.
Curiosity Without Self-Erasure
Curiosity is essential in a new role. But curiosity should not become self-erasure.
Ask questions, learn the culture, and understand the context. But do not hide your experience or dilute your perspective. You were hired for a reason. Your role is to bring your judgment to the table, not simply to fit in.
A useful posture is: “I am here to learn, and I am here to contribute.”
Calm Under Pressure
New environments create pressure. You will encounter ambiguity, competing priorities, unfamiliar personalities, and moments where you do not know the answer.
How you respond in those moments shapes your reputation.
Calm is not passivity. Calm is the ability to pause, think, and respond rather than react. It is especially powerful after redundancy, because it signals that you are not leading from fear.
Clear Boundaries
Boundaries protect both performance and wellbeing.
Be clear about your priorities. Be willing to say, “I can do this by Thursday,” rather than silently absorbing every request. Be honest about capacity. Be disciplined about what deserves your attention.
Boundaries are not barriers. They are a way of protecting the quality of your contribution.
Generosity
One of the fastest ways to rebuild confidence after redundancy is to help others succeed.
Support your team. Share knowledge. Make introductions. Recognise good work. Create clarity. Be the leader you would have valued during your own difficult period.
Generosity shifts attention away from self-protection and towards contribution. And contribution is where confidence is rebuilt.
A Simple 90-Day Energy and Presence Plan
Here is a recent plan a client took post redundancy.
Weekly Reflection
Once a week, he took 20 minutes to reflect on four questions:
- What went well?
- Where did I add value?
- Where did my energy rise or fall?
- What do I want to adjust next week?
I asked him to do this and to not overcomplicate things. Keep it simple. The aim is awareness, not administration.
Daily Anchors
Choose two or three daily anchors that support your energy and presence:
- Ten minutes of planning before opening email.
- A walk between meetings.
- One meaningful connection with a colleague or team member.
- A clear finish time at least a few days each week.
- A short end-of-day review: what mattered, what can wait, what needs attention tomorrow.
Small habits, repeated consistently, rebuild a sense of agency. After redundancy, agency matters. It reminds you that you are not simply responding to circumstances; you are shaping your next chapter.
Monthly Check-In
At the end of each month, I got him to ask himself:
- Am I building trust?
- Am I contributing in the areas that matter?
- Am I leading in a way I respect?
- Am I looking after my energy?
- What am I still carrying from the past that I need to release?
This is where coaching can be especially valuable. A confidential thinking partnership gives leaders space to step back, challenge assumptions, and move forward with purpose.
You Are Not Starting From Zero
It can feel as though redundancy resets your career to zero. It does not.
You bring everything you have learned the difficult decisions, the commercial realities, the relationships, the failures, the recoveries, the leadership under pressure. You bring perspective that someone who has never experienced disruption may not yet have.
Redundancy does not erase your capability. It interrupts a chapter.
The leaders who return strongest are not necessarily those who had the easiest experience. They are the ones who use the experience to become more intentional: clearer about their strengths, more honest about their needs, more disciplined about their energy, and more deliberate about how they show up.
A Final Thought if I may!
Returning to work after redundancy asks something significant of you.
It asks you to trust yourself again.
It asks you to enter a new environment without carrying the weight of the old one.
It asks you to lead with both humility and conviction.
It asks you to protect your energy while contributing fully.
And it asks you to remember that your value was never contained in a job title.
Your first 90 days are not a test you must pass. They are an opportunity to establish the foundations for your next phase of leadership.
Take the time to listen.
Contribute with focus.
Protect your energy.
Build relationships with care.
Leave the past behind not by denying it, but by learning from it and choosing not to be defined by it.
You are not returning to work as someone who was made redundant.
You are returning as a leader who has navigated change, regained perspective, and is ready to contribute with greater clarity, purpose, and strength.
Nick Roud is an award-winning executive leadership coach based in Auckland, working with CEOs, senior executives, boards, and emerging leaders across New Zealand and internationally. His coaching helps leaders think clearly, perform under pressure, and lead with greater confidence, influence, and purpose
