Trust, context and success. If you consider Australia has, during July 2014, dumped the Carbon Price (renamed to Carbon Tax in the repeal legislation). Then read the Republicans of America do seem intent to introduce a Carbon Tax, you must ask what is the context and what is the success factor they seek for it to appeal and be persuasive for it to be trusted? The textbook stuff will read: In the main economists agrees a tax is the way to put downward pressure on emissions. It follows the Republican faithful don’t like quantitative emissions controls, caps on emissions, or subsidies. However, they do like market forces to organise an economic response. The selling point is that emission can be cut where the market finds it is easier and cheaper to do so. So, can we say they trust a tax to be more persuasive?
Also, how many of you are doubting that your electricity price will reduce in a meaningful way because of the Carbon Tax repeal? Do you not trust? A company known to us recently asked (a wildcard throw-in) during a energy contract dispute to say: Will XXXXXX retailer be discounting their claim for future losses – because the carbon price should not now be factored in. If asked why should they discount – you say because they have claimed future loss as part of the reason for the claim. Then ask will they be required to show where this is calculated? Who will police the repeal? Trust us the umpire says!
Consider this, you expect the umpire is there to help you – the policy says if you have a problem, call. You phone to clarify where the discussion might be going. The umpire says; you have to consider the impact of what you are saying. Your head goes into explosive mode – you ask yourself where is the natural justice in being implied the victim is a trouble maker, where is the fairness in having your accounts being set in limbo for so long. Is it right for them to continue to affect your business in terms of personal stress and reputation? Then comes a response you don’t expect – the perpetrator asks for more time to influence the umpire. This example may be hypothetical but we are sure you all have had such moments!
To trust – is it context, sincerity or actions that determine that we do? We notice that some will dress especially to impress – at the wrong time, some will gaff at the wrong time, some will talk to an audience about a matter and not know the audience is well briefed on why your view is obsolete. Does it matter one little bit? A little bit of course – the like-minded will be impressed, and the faithful is impressed. However, no one outside the group is impressed and the feedback from outside that group is awful.
We prefer to define what we are talking about before sprucing the benefits of a position. You might notice we said – benefits. This is not a cost benefits discussion or evaluation it is just looking at the positions one might take.
Start with: Trust (the noun), a firm belief in someone or something, acceptance of the truth of a statement without evidence or investigation, the state of being responsible for someone or something.
Therefore if you do trust not seriously, you doubt that you can trust others, that you cannot name what state of trust you are in, then sadly you may have programmed yourself as an advantage taker. Note the word advantage, which is very different to opportunity in this context. If you only seek advantage it is more difficult to find success. However, if you take advantage through an opportunity you may be successful.
“Success is where preparation and opportunity meet.” Bobby Unser, racecar driver and Indianapolis 500 winner. Unser knew all about opportunity and using it to his advantage. But if he wasn’t prepared when the opportunity presented itself, he could lose the race. Unser is one of only ten drivers ever to win the Indy 500 more than three times, and was the first driver ever clocked at more than 190 miles per hour (306kph) on the circuit.
We are now noticing that preparation is equally, if not more, important than opportunity. However, you need to be prepared for opportunity. You prepare through education, self-improvement practices to be ready willing and able to respond to opportunity.
Trust, context and success come from opportunities. Opportunities come from inspiration and motivation. Simply identify where your trust should lay, the context of the framework setting, educate yourself in how to prepare and be successful – easy is it not? If only I did not doubt myself!