Don't Rely on the Government - Rely on Yourself

Don't rely on the government - rely on yourself

The economy runs on fundamental truths that ideologically driven politicians cannot change.

It responds to basic economic laws, one of those being the law of expectation.

When people expect things to get better, they feel confident about the future. They work more, trade more, hire more, invest more, and build more. When confidence drops, activity shrinks. So the real fuel of any modern economy is confidence.

What supports modern money?

For centuries, people trusted gold and other precious metals as the only "real" money. Paper notes were only tokens that stood for gold in a vault. Over time, governments cut the link between money and gold.

Today, the pound, the dollar, and the euro float free. They are numbers on screens and bits of paper that have value only because people accept them in trade.

So what supports modern money?

The only thing that supports modern money is confidence. Confidence in the currency. Confidence in the economy. Confidence in the government that issues the currency.

When confidence in a currency fades, people rush out of it. When confidence in an economy weakens, people delay buying, hiring, and investing. When confidence in a government drains away, people search for a way out. Confidence and collapse move together.

Where should we place our confidence?

So where do we place our confidence?

In this current group of politicians?

In the "experts" who never seem to see the next crisis coming?

So we shift our confidence. Away from politicians, money men, civil service, and "the system", towards ourselves and towards each other.

We are the people who keep life going. We are suppliers, customers, colleagues, neighbours, and friends.

Real confidence grows from real skill. When we know what we are doing, we feel justified in trusting ourselves. When we trust ourselves, we no longer beg for rescue from people who sit in offices and live on our taxes.

We can build that self confidence by mastering six essential skills.

Six essential skills to build real confidence

Here are the six essential skills:

1. Goal setting
   We need clear goals. We need to know what we want to achieve. We also need to know what our customers want to gain. The powerful point is the overlap between our aims and our customers' aims. In that overlap we find fair trade and mutual gain.
   
   Every clear goal states: who, what, where, when, and why. Then we measure progress against that target.
2. Clear communication
   We need to say exactly what we mean. We need to listen carefully to what other people say. We need to check understanding both ways. Misunderstanding creates errors, delays, and conflict.
   
   Clear words, simple sentences, and exact agreements reduce errors and create trust.
3. Rational planning and decision making
   Every serious goal needs a plan that can achieve it. A goal without a plan is daydreaming. A clear plan breaks the goal into smaller steps, sets a sequence, and assigns responsibilities and deadlines.
   
   Good decisions weigh short range effects and long range effects. Rational planning turns vague hope into a series of concrete actions that we can carry out today.
4. Handling conflict with reason
   Conflict will appear in every family, every team, every business, every political party. The question is how we handle it. Anger, sulking, and blame damage relationships and cash flow.
   
   Reasoned discussion, clear standards, and fair treatment repair relationships and improve performance. When conflict appears, we ask: What happened? What standard did we expect? What change do we need from today? Then we agree a plan and follow through.
5. Managing our own emotions, including confidence
   Emotions respond to thoughts. When we fill our minds with thoughts of doom, our emotions sink. When we think clearly about our options, our emotions lift.
   
   Confidence is the judgement: "If I act in this way, I can improve my situation." We give ourselves reasons to believe in a better future by spotting opportunities, building skills, and taking daily action, even if small.
6. Inspiring confidence in others
   Confidence spreads. When we speak in clear terms, show rational plans, keep promises, and stay calm under pressure, other people feel stronger in our presence.
   
   Customers feel safer. Colleagues feel supported. Suppliers feel respected. Families feel hope. This shared confidence becomes the real capital of a community.

Refusing to wait for rescue

So we shift our hope away from remote ministries and big fake promises.

We focus on our own skills, our own teams, our own customers, and our own suppliers. We help the wealth producing side of the economy by building competence, trust, and fair exchange in every deal.

At the first real opportunity, we also change the people in Parliament. We replace those who waste our confidence with people who understand that production and trade must come first.

Until that day, we refuse to wait.

We train ourselves and our teams in these six essential skills. We build our own confidence, spread that confidence to others, and keep the real economy alive: the daily work of people who create value and trade value, without asking permission from ideologues.

Definition: self reliance

Self reliance is the business principle that people trust their own skills and effort first, not the state. It rests on four tests: you own the result of your work; you act with the tools and skill you have before asking for aid; you keep learning and planning ahead; you trade and team up by free choice. Drop any test and self reliance is gone.

Article Summary

Modern money stands on confidence, not gold; when faith in leaders slips, we stop waiting for rescue. We turn to self reliance, master six core skills-goal setting, clear speech, sound plans, calm conflict work, steady feelings and lifting others-so we build and spread the confidence that keeps trade, jobs and hope alive.

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Did You Know: Key Statistics

About the Author: Chris Farmer

Chris Farmer is the founder of the Corporate Coach Group and has many years' experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.

Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.

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