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Kennedy Libingi, Lusaka (2026)

Name: Kennedy Libingi
Address: Lusaka, ZM
Telephone: +260972963313

12/06/2026

HOW DID WE GET HERE AS A COUNTRY?

In November 2020, our Country made a global history by becoming the first African nation in the pandemic era to default on its sovereign debt. Crippled by years of over-borrowing, vulnerable copper prices, and the economic shocks of COVID-19, total public debt skyrocketed, pushing the country’s debt-to-GDP ratio to approximately 140%. A country that had been considered one of the most promising economies in Africa at independence. A country sitting on some of the richest mineral deposits on the continent. A country whose founding cabinet included some of the finest educated minds post-colonial Africa had ever produced and I kept asking myself why we where never really taught about them, but I understood, I hope you do too.

I just hate the fact that, we are not really taught about our roots in school, I have known the whole history of Russia in less than 2years, this is because they believe and understand that a country can only develop and grow if it goes back to the roots, to see what mistakes where made by the founding fathers, that’s why they richly teach it in both primary, secondary and university regardless of whatever program, be it engineering you learn history, be it mathematics you still learn it, any field they teach it. I hope our future generations will have an opportunity to learn about our history fully both in primary, secondary and university or college but anyway sit with me for a moment because this is going to be long. But I genuinely believe that understanding where we came from is one of the most important things any young Zambian can do right now. I feel if we can know about the past we can be intelligent about the future.

LET US GO BACK TO 1944.

In July 1944 the United States invited its allies to Bretton Woods, New Hampshire to discuss how to manage the structural crisis that had contributed to the Second World War. 730 delegates from 44 allied nations attended. The entire African continent was still largely under colonial rule at this point. Only three African nations were represented, it is stated that those countries where Egypt, Ethiopia and Liberia.

John Maynard Keynes of Britain's Treasury Department and Harry Dexter White of the United States arrived at that meeting with two plans already drafted and already written. Those two plans were tabled and formed the basis for what became the International Monetary Fund and the World Bank. The other participants according to the historical record were largely onlookers.

The institutions that would govern global finance for the next century were designed at a table where Africa had virtually no seat. And the countries that were designed at that table had already decided what those institutions would do before anyone else arrived.

This matters bane because those same institutions, the IMF and the World Bank, would later become the most significant external forces shaping our country's economic story.

Fast forward, On the 24th of October 1964, after 76 years of British colonial rule, I bet you reading this didn’t even know that we were under colonial for 76 years now ask yourself before that, what was Zambia like? Let me not make you overthink let’s continue so independence was granted to the new Republic of Zambia. Princess Royal represented Queen Elizabeth at the ceremonies. President Kenneth Kaunda told the nation on that day that there must be no color in reverse in independent Zambia. He said our country can give a home to anyone who wants to live in it, whatever their race, as long as they accept that the majority must rule and that all people are born equal.
Those were powerful words from a powerful man at a powerful moment.

And on paper our country had every reason to be optimistic. At independence we had one of the most promising economies in Africa. Abundant land, water, minerals and natural resources. And our founding cabinet was not made up of ordinary men. Mainza Chona was a UK-trained barrister. Arthur Wina had formal training in economics and public administration. Ruben Kamanga drew strength from grassroots activism. Grey Zulu brought party organizational and administrative experience. These were the best of the best of their generation.

But underneath all that promise was a vulnerability that would take decades to fully expose itself.
Our economy was highly undiversified and heavily dependent on a single commodity and that was copper.

Copper prices were high at that time. Export revenues were strong. The new government under Kaunda's philosophy of Humanism, a quasi-socialist ideology aimed at reducing colonial era inequalities and building national capacity in education, healthcare and infrastructure, pursued an ambitious program of state-led development.

Our country also took a position as a frontline state in the African liberation struggle. Under Kaunda the country provided material, logistical and diplomatic support to liberation movements operating in Zimbabwe, Namibia, Angola and South Africa. This was a genuinely brave and principled stance. It positioned our country as a key actor in the broader African liberation project. But it came at a high economic cost.

To sustain its multiple responsibilities, our government increasingly turned to external borrowing during the late 1960s and early 1970s. With copper prices high and export revenues strong, borrowing seemed rational at the time. The logic was that you borrow to accelerate development and the revenues will cover the repayments.

Based on that logic the state borrowed and invested heavily in what became known as parastats in other words, state-owned companies. Industrial projects. Social services. The vision was economic sovereignty and self-reliance. Using the nation's own resources to build the nation's own future.

THE MULUNGUSHI AND MATERO REFORMS.

In 1968 Kaunda announced what became known as the Mulungushi Reforms. A series of tough economic policies aimed at Zambianizing the economy by nationalizing key foreign-owned firms. Through the Industrial Development Corporation, known as INDECO, the government acquired 51% or more shares in roughly 24 to 26 major companies. The goal was to reduce foreign dependency and ensure that a greater share of national wealth remained in Zambian hands.

And honestly the motivation was understandable. Before these reforms our country's post-independence economy was overwhelmingly dominated by foreign interests. The major copper mines were controlled by the Anglo-American Corporation and the American-owned Rhodesia Selection Trust. Banking and finance were in foreign hands through institutions like Barclays, Standard Chartered and Grindlays. By 1968 only a small share of bank credit was reaching Zambians while most continued to serve foreign-owned businesses. I like to say we were independent in name but economically we remained very much a colony.

The Mulungushi Reforms were followed in 1969 by the Matero Reforms, announced on August 11th. This was the decisive second wave of nationalization that targeted the copper industry directly. The government acquired a 51% controlling stake in both the Anglo-American and the Rhodesia Selection Trust operations. Their activities were reorganized into two state-controlled entities. Nchanga Consolidated Copper Mines, formerly under Anglo-American. And Roan Consolidated Mines, previously owned by RST. Most significantly, mineral rights were transferred to the state, replacing the perpetual rights previously held by private companies with time-bound leases. For the first time our country actually owned its own ground.

In 1970 a third wave of reforms targeted banking and insurance. This was only partially successful. Large banks like Barclays and Standard Chartered successfully resisted the full 51% takeover although they were forced to incorporate locally.

At its peak, the state holding company ZIMCO had grown into one of the largest conglomerates in sub-Saharan Africa, accounting for roughly 80% of the national economy. The entire productive base of our country was essentially in state hands.

THE CRADLE TO GRAVE SYSTEM OR CORPORATE PATERNALISM.

And from that control came something that was genuinely impressive in its ambition. The ZIMCO cradle-to-grave welfare system or CP. One of the most ambitious welfare models in post-independence Africa.

Through ZIMCO and its subsidiaries, especially in the mining sector, employees received free or heavily subsidized housing. Access to company-run hospitals and clinics. Schooling for their children and scholarships for further training. Cheap mealie meal. Pensions. Even funeral support. On the Copperbelt in particular, a job in the mines was not just employment. It was an entire way of life.

In the short term this delivered real gains. A disciplined and loyal workforce. Real social improvements in communities that colonial rule had left behind. Healthcare, education and housing that reached people who had never had access to any of it.

But the entire system rested on one dangerous assumption. That copper revenues would remain strong enough to sustain it indefinitely.

In 1975 global copper prices collapsed. And with them went the financial foundation of everything our country had built.

With no diversified industrial base, with no financial cushion that had been built during the good years, our country faced a severe and sudden loss of revenue. The state enterprises that had been established could not sustain themselves. The cradle-to-grave social commitments that had been made to hundreds of thousands of workers and their families could not be reversed without devastating political consequences. And the government faced an impossible choice between financial reality and social stability so it chose to borrow and then to borrow more to service the first borrowing. Every time a country borrows money it multiplies the burden of paying back. And soon you are no longer controlling the debt. The debt is controlling you.

The IMF became a recurring presence in our economic life during this period. And the conditions attached to IMF support required our government to make changes that had immediate and painful consequences for ordinary people. The most explosive of these was the removal of subsidies on mealie meal, our country's staple food.

In December 1986 the sharp rise in mealie meal prices triggered riots across the Copperbelt. Several people were killed. The government reversed course and restored the subsidy even as the wider economy continued to collapse.

By 1990 another increase in mealie meal prices sparked even larger riots in Lusaka. A small group of soldiers attempted a coup. The social contract that had sustained Kaunda's government since the Mulungushi era had broken down completely.

In 1991 multi-party elections were held. Kaunda was decisively defeated by Frederick Chiluba and the Movement for Multi-Party Democracy. There was jubilation.

THE CHILUBA ERA AND THE GREAT SELL-OFF.

Chiluba's government inherited a desperate situation. Hundreds of state-owned parastatal companies were losing money every single day. The government lacked the capacity to resuscitate them. Under enormous pressure from the IMF and the World Bank, Chiluba and the MMD launched what became one of the fastest and most controversial privatization programs in modern history.

More than 250 state enterprises were sold in just 6 years between 1992 and 1998. Companies in transport, retail, manufacturing and brewing. Everything the state had spent decades building was sold off at speed under conditions that were described by Transparency International, the organization that monitors corruption worldwide, as a looting exercise.

But the most controversial sale of all was ZCCM. The Zambia Consolidated Copper Mines. The asset that had been the entire foundation of our country's revenue for three decades.
Here is what actually happened according to historical records.

ZCCM was split into 7 separate units and sold to different investors between 1997 and 2000. The total amount received for all seven units combined was $627 million According to Wikipedia and other sites. For mines that had at their peak produced 700,000 tonnes of copper per year. For mineral rights that had been fought for through the Matero Reforms. For infrastructure that had been built over decades of state investment.

Konkola Copper Mines, described as ZCCM's flagship, was sold to Anglo-American for just $25 million. Anglo-American had previously sat on ZCCM's own board.
Our country's former Finance Minister Edith Nawakwi later said publicly that they were told by advisers who included the IMF and the World Bank that for the next 20 years Zambian copper would not make a profit. But if they privatized they would be able to access debt relief.
Within months of taking ownership the new operators were generating profits that far exceeded what they had paid for the mines.

And our country was left with the debt, the unemployment from the collapsed welfare system, the environmental liabilities and a government whose revenues from copper had been decimated at the exact moment it needed them most.

So when 2020 arrived and our country declared itself bankrupt with debts standing at 140% of GDP it was not a sudden collapse. It was the final accounting of a story that had been building since 1964. A story of a genuinely rich country that was poorly advised, structurally trapped by commodity dependence, pressured into decisions by institutions that did not have our interests at heart and ultimately stripped of the very assets that could have funded a different outcome.

If we do not understand how we got here we will make the same decisions that got us here all over again with different faces and different names but the same outcome.

I will end here.

27/05/2026

Since everyone is talking about elections. Ise, let’s talk about something else.

OUR COUNTRY GOES TO THE POLLS IN AUGUST 2026. MOST PEOPLE ARE PREPARING TO VOTE. THE SMARTEST BUSINESS PEOPLE ARE PREPARING SOMETHING ELSE ENTIRELY.

Let’s have a conversation about elections. Not about which party to support. Not about who should win. This page has never been about that and it never will be. What I want to talk about is what an election actually does to an economy. Because when you study it carefully an election is not just a political event. It is one of the most significant injections of economic activity that can happen in a country and most of us are watching it happen without positioning ourselves to benefit from any of it.

And what I see when I look at August 2026 is not just an election. I see a temporary market opening up across every province of our country and I want to make sure that as many of us as possible walk into it with our eyes open

According to ZIPAR and the United Nations in our country the 2026 national budget stands at K253.1 billion. That is a 16.6% increase from 2025. The government has projected economic growth of 6.4% for 2026 according to verified budget analysis. The government has officially assured the diplomatic community and international investors of uninterrupted business operations before, during and after the August 2026 elections. And according to Coface economic risk analysis the organization of the 2026 presidential elections will itself lead to an increase in government expenditure.

In plain language bane money is moving this year in volumes that do not move in non-election years. The question every one of us with a business, a skill or an idea needs to be asking right now is simple. How much of that money is going to pass through our hands?

Let me break down every single sector where the election economy creates real, accessible, time bound opportunity for ordinary people running small businesses or offering services. Please note that whatever numbers I will use below, are just estimates.

PRINTING AND BRANDED MATERIALS

This is probably the most obvious one but most people still miss the scale of it. Every political party, every candidate running for a constituency seat, every ward councillor and every campaign team needs printed and branded materials. We are talking about posters. Banners. Flyers. Roll-up stands. Branded T-shirts. Chitenge fabric with campaign prints. Caps. Reflector jackets. Branded water bottles. Branded pens. Every single item you can think of that carries a name, a face or a party symbol.

Now multiply that by every candidate across every constituency in our country. Each one has at least two to three serious candidates. Each candidate needs materials for an entire campaign period covering multiple rallies across their constituency. The volume of printing demand that creates is extraordinary and it is concentrated into a window of roughly four months before polling day.
If you have access to a decent printer right now or a supplier who does large format printing the opportunity to position yourself as a campaign materials supplier is real and it is available immediately. The margins on branded and printed election materials are not small. A single order of 500 branded T-shirts at K120 each is K60,000 in revenue. A banner order for a well-funded candidate running multiple events can run into hundreds of thousands of kwacha. And these are not the kind of clients who negotiate aggressively on price when the deadline for their next rally is three days away.

The key is reaching the right people early. Campaign managers. Constituency coordinators. Party branch officials. These are the decision makers for material orders and they are accessible right now. By the time the campaign is in full swing in July those orders are already placed. The window for positioning is now not later.

GRAPHIC DESIGN AND DIGITAL CONTENT

This one is personal to me because it is exactly the lane I have been building skills in. And I want to talk about it honestly because there is real money here for anyone who can produce.
Every campaign needs a visual identity. Posters need to be designed before they are printed. Social media content needs to be created. Campaign videos need to be edited. Flyers need layouts. Banners need artwork. And the demand for this work starts right now, months before polling day, not in the week before the election.

A competent graphic designer working on election campaign materials during this season can earn in three months what would take a year of ordinary client work to match. A single campaign logo and branding package for a well-funded candidate can be priced between K5,000 and K15,000 depending on the scope. A social media management retainer for a campaign running from June to August can be K3,000 to K8,000 per month. Video content production for a candidate who wants to be visible on social media throughout the campaign can generate consistent work from now until polling day.

And here is something that most designers in our country are not doing that they absolutely should. Package your services specifically for elections. Do not wait for candidates to call you and ask what you offer. Create an election campaign package with a clear name, a clear scope and a clear price. Poster design. Banner design. Social media templates. One video edit per week. Everything bundled into a single monthly retainer. When a campaign manager sees a clear, professional offer it is much easier to say yes than when they have to figure out what they need from a blank conversation.

TRANSPORT AND LOGISTICS

Running a national campaign in our country is a logistical challenge that most people who have never been involved in one do not fully appreciate. Campaign teams travel. They move people from Lusaka to Livingstone, from Kitwe to Kasama, from Chipata to Mongu. Equipment gets transported. Sound systems. Tents. Chairs. Campaign materials. Food supplies for rallies.
If you own a vehicle right now, whether it is a minibus, a pickup truck or a small truck, the campaign season creates a demand for hired transport that does not exist at this level in any other period. Fuel costs are on you but the daily hire rates during election season for reliable transport in our country are significantly higher than normal market rates because demand exceeds supply as polling day approaches.

A minibus hired for campaign use in a typical Zambian election season can command between K2,500 and K5,000 per day for full day campaign use. A pickup truck with a driver for constituency-level campaign work can earn K1,500 to K3,000 per day. If you position your vehicle reliably and professionally from now you can line up campaign transport work that runs consistently from June through August. That is potentially K150,000 to K300,000 in transport revenue across a single campaign season for one vehicle used intelligently.

And it is not just the formal transport. Fuel station owners and mechanics benefit enormously during election season because campaign vehicles are running hard across difficult roads and require more frequent maintenance and refueling than normal. If you are in that space right now the campaign season is coming toward you whether you prepare for it or not.

CATERING AND FOOD

Every rally feeds people. This is non-negotiable in our country’s political culture. A candidate who calls people to a rally provides food and refreshment. Every campaign event has catering needs. Every team traveling for days across constituencies needs to eat. Every post-rally coordination meeting involves food.

This creates consistent, repeatable demand for catering services across the entire election season. And the beautiful thing about election catering from a business perspective is that volume is predictable and payment happens before the event in most cases because campaigns know exactly how many people they are expecting and they budget for it in advance.
Am not fully aware of the prices but let’s just estimate, a catering operation supplying food for a rally of 500 people charging K150 per head is K75,000 in a single event. A campaign team of 20 people traveling for five days and needing three meals a day at K80 per meal per person is K24,000 for one trip. These are not fantasy numbers. They are what the market creates during election season for people who are in position when the demand arrives.

If you have a catering business, a home cooking operation or even a network of food suppliers and you have not thought about positioning yourself as an election catering provider this post is your signal to start thinking about it this week.

ACCOMMODATION IN PROVINCIAL AND RURAL AREAS

This is the opportunity that almost nobody talks about and it may be one of the most accessible ones for people operating outside Lusaka.
Campaign teams travel to every corner of our country. Officials from central party structures travel to provincial capitals. Candidates travel to far-flung constituencies. International observers arrive in the months before elections. And all of these people need somewhere to stay that is not the floor of a campaign office.

Guesthouses and small lodges in provincial towns and district capitals that are normally running at 30% to 40% occupancy can find themselves at full capacity for weeks at a time during election season. Rates that normally sit at K500 to K800 per room per night in provincial towns can be pushed to K1,000 to K1,500 during peak campaign periods because demand exceeds supply.

If you have extra rooms, if you are running a guesthouse, if you have a property in a provincial town that could be made available for campaign team accommodation you are sitting on an opportunity that arrives every five years and most people do not even see it as such.

EVENT MANAGEMENT AND EQUIPMENT HIRE

Rallies require sound systems. They require tents and shade structures. They require chairs, tables and staging. They require lighting for evening events. They require a master of ceremonies. They require security. They require cleaning after the event.

Every one of those requirements is a business opportunity for someone in our country right now. Sound equipment hire during election season in our country commands premium rates because every campaign coordinator needs it at roughly the same time. A basic sound system hire for a full day rally can earn between K3,000 and K8,000 depending on the size and location. A tent hire operation running multiple events across different constituencies during peak season can generate significant monthly revenue from a single fleet of equipment.

And beyond the equipment there is the event management and MC work that experienced communicators can provide. A well-known MC who can run a campaign rally with energy and professionalism in the local language and keep a crowd engaged for three hours commands premium fees during election season because there are not enough experienced ones to go around.

CONSTRUCTION AND HARDWARE

This is the broader economic effect that the BTI 2026 Country Report on our country describes specifically. Election years create political pressure on governments to deliver visible development before polling day. Infrastructure projects that have been moving slowly tend to accelerate. Roads get attended to. Community facilities get constructed. Government offices get renovated.

This increases demand for construction materials, hardware supplies and contractor services across our country in a pattern that repeats every election year. If you are supplying building materials, if you are a contractor, if you are in hardware retail the election year infrastructure acceleration is a real and documented economic phenomenon that you should be factoring into your planning right now.
An election season is a temporary market. It opens, it peaks and it closes. The businesses and individuals who benefit most are never the ones who try to enter the market after it has already peaked. By the time the rallies are running at full intensity in July and August the printing companies who positioned themselves in March and April have full order books. The caterers who reached campaign teams in May have contracts for the entire season. The designers who packaged their services and presented them professionally in June are already delivering work for multiple campaigns.

The window to enter is right now. Not because August is far away. Because every serious campaign operation is already planning. The candidates who will contest August are already assembling their teams. The budgets are already being decided. The service providers who get into those conversations this month get the work. The ones who wait until the campaign is visible on the street get the scraps.

There is also something important to think about on the other side of election season because smart business people always think about what comes after the peak.

Election season money is real but it is not recurring. Once polling day passes the campaign budgets disappear overnight. The temporary spike in printing, catering, transport and media demand ends abruptly. The businesses that handle election season well are the ones that treat it as a sprint that funds a longer game. They use the revenue from election season to build capacity, strengthen their equipment, pay off outstanding obligations, invest in marketing for their regular business and create financial reserves that carry them through the slower months after the election. The election season is not a business model. It is a seasonal injection. And knowing the difference between those two things determines whether you come out of August stronger or just with money you spent as fast as it came in.

I think about this all the time as I build skills from Russia watching our country’s economy. The people I admire most in business are not the ones who catch every wave at its peak. They are the ones who see the wave building before anyone else does, position themselves early, ride it well and then deploy what they earned toward the next opportunity rather than consuming it all at the peak.

The August 2026 election in our country is a wave. It is building right now. And the entrepreneurs, the freelancers, the small business owners and the skilled individuals who understand that are positioning themselves this month not next month.

Look at what you have. Your printer. Your vehicle. Your kitchen. Your camera. Your graphic design skills. Your sound equipment. Your rooms. Your network. Your energy. Ask yourself honestly how any of those things could serve the temporary but very real market that election season creates in our country every five years.

All the best.

26/05/2026

YOUR MIND IS EITHER BUILDING YOUR BUSINESS OR QUIETLY DESTROYING IT.

I recently finished reading The Power of Your Subconscious Mind by Dr. Joseph Murphy and Iike I always do share something with you what I learnt. this conversation is genuinely something I wish I had understood much earlier. In my view this actually explains the mechanics of why some people build things and others with equal talent and equal opportunity never get anywhere.

You do not have two minds like what motivational speakers say. You have one mind with two very distinct parts that operate completely differently from each other. The conscious mind is the part you are aware of. It reasons, analyses, makes decisions, reads these words right now. The subconscious mind is the deeper part operating underneath everything, running twenty four hours a day without rest, controlling every automatic function of your body and most importantly recording and acting on every belief you have ever accepted as true.

Dr. Murphy described it this way. Your conscious mind is the gardener and your subconscious is the soil. The soil does not discriminate. It does not evaluate what you plant in it. It does not say this seed is good and this one is bad. It grows whatever you put in it with perfect faithfulness. If you plant tomatoes it grows tomatoes. If you plant weeds it grows weeds. Your subconscious mind works exactly the same way. Whatever thought you habitually think, whatever belief you consistently hold, whatever image you repeatedly dwell on in your conscious mind sinks down into the subconscious and is expressed in the conditions, circumstances and results of your life.

I can argue that, that one principle explains more about why businesses succeed and fail than almost anything else I have studied.

So listen bane I have heard most business owners in say. "There is no money in this country." "Nobody wants to pay properly for quality." "Every time I get money it disappears." "I cannot afford to expand." "Business is hard here." "Nobody supports local." These are not just complaints. According to Murphy, every one of these statements is an instruction. The subconscious cannot argue with you. It cannot push back or fact check you. It simply accepts what your conscious mind repeats and feels as true and proceeds to organize your experience accordingly. When you say there is no money in this economy your subconscious mind takes that as a directive and begins filtering your perception of every situation around you to confirm that belief. It will cause you to miss opportunities that are in plain sight. It will cause you to approach potential clients with a frequency of scarcity that they unconsciously sense and respond to. It will cause you to underprice your services, over apologize for your rates, and walk into rooms already defeated before anyone has said a word.

Murphy documented this through something he called the law of belief. He wrote that it is not the thing believed in that brings results but the belief itself. The thought in your mind. As you think, feel, and believe so is the condition of your mind, body, and circumstances. He is described a psychological and physiological mechanism. The brain transmits thought to the subconscious which then organizes behavior, perception, and response in ways that are consistent with that thought. The external world mirrors the internal world.

In his example he described a man who repeatedly said over a period of two years that he would give his right arm to see his daughter cured of her illness. He said it casually. He said it as a figure of speech. He never took it literally. But his subconscious mind, which as Murphy repeatedly says cannot take a joke and takes you entirely at your word, eventually manifested the statement with devastating precision. His right arm was lost in a car accident the same day his daughter's condition disappeared.

Now I am not asking you to take that story as literal truth bane. What I am asking you to take seriously is the principle behind it. The words you speak about yourself, your business, your money, and your future are not neutral. They are seeds being planted in soil that grows everything without judgment.

I feel this this directly connects to business as well, let me try to explain what I mean.

So there is a chapter Murphy dedicated an entire chapter to wealth consciousness and it is one of the most practically useful things I have read about money and business. He made a statement that most people resist immediately because it sounds too simple. He said “wealth is of the mind” kwasila. A man with a poverty type mind finds himself in poverty stricken conditions. Another man with a mind filled with ideas of wealth is surrounded with everything he needs.

Most business people can read that and think it is wishful thinking. But Murphy didn’t talk about positive affirmations in the shallow sense. He talked about something much more specific and much more practical. He is talked about the deep internal conviction that your business has value, that your customers need what you offer, that money flows naturally through your work, and that growth is the natural trajectory of what you are building. That conviction programs the subconscious to seek out and capitalize on opportunities that someone without that conviction will literally not see. It shapes how you present yourself, how you price your work, who you approach, how you handle rejection and how persistently you pursue the outcomes you have decided are yours.

He also addressed something that is painfully common amongst most of us. The tendency to criticize people who have more money than you or to resent those who are doing better in business, I can also argue that this is the first thing, we urgently need to work on, because I have heard people calling a black guy who has successed as someone who uses juju and for a white man, they say it’s knowledge. Murphy was direct about this. He said the quickest way to cause wealth to take wings and fly away is to criticize and condemn others who have more wealth than you. He explained that when you resent someone's success you are simultaneously condemning the thing you want for yourself. You are praying with one hand and pushing away with the other. The negative emotional state you enter when you see a competitor thriving or a peer succeeding creates a mental atmosphere of lack that your subconscious mind faithfully produces in your own circumstances.

The practical instruction he gave was this. When you see someone succeeding where you want to succeed say sincerely, whether you feel it or not at first, that you genuinely wish them greater success. Not as a performance but as a deliberate re-conditioning of your own internal response to other people's wins. Because the way you feel about other people's success tells your subconscious mind exactly how you feel about success itself. And your subconscious acts on that feeling with absolute precision.

Now let me get into the specific ways that Murphy shows the subconscious mind being used in business.
He told a story of a young pharmacist who dreamed of owning his own pharmacy but had no money. Instead of focusing on the absence of money he began every night before sleep to mentally inhabit the store he wanted to own. He imagined arranging the bottles. He imagined serving customers. He imagined staff working around him. He imagined his bank balance. He did this consistently and with feeling until it stopped being a dream and became a felt internal reality. Some months later he was released from his current job, found a new position as a manager in a chain of pharmacies, was eventually promoted to district manager and saved enough to buy his own store. The external sequence of events that led him there was not something he could have planned or engineered consciously. But his consistent internal conviction about where he was going organized his decisions, his attitude, his relationships and his readiness at every step.

There were many stories in the book, I edge you to go and read it but his also told a a story of a stockbroker who applied the technique of Goethe, the German writer and thinker, who used to hold imaginary conversations in his mind with trusted friends whenever he faced difficult decisions. The stockbroker began having imaginary conversations with a successful investor friend who would congratulate him on sound investment decisions and affirm his growing wisdom. He held this inner conversation until it became a deeply felt conviction rather than a fantasy. He became one of the most consistently successful brokers in his organization.

What the above stories have in common is a clearly held, emotionally felt, consistently maintained internal picture of the desired outcome that preceded and shaped the external reality.

Murphy explained why this works through what he called the three steps to success. The first is finding what you love to do and doing it. Not for the money initially but for the work itself. He writes that success is in loving your work. A business built on genuine enthusiasm for the problem being solved or the value being created has a completely different internal energy from a business built purely on the desire for income. Your subconscious mind is engaged and activated by genuine desire in a way that it simply is not by obligation or desperation.

The second step is specialization. Knowing more about your specific field than anyone else. This is not just a competitive strategy. It is a subconscious one. When you genuinely believe you are the most knowledgeable person in your space that conviction comes through in every interaction. Your clients feel it. Your negotiations reflect it. Your pricing communicates it. The depth of expertise becomes an internal anchor from which everything else flows.

The third step is the most important and the most overlooked. Your work must serve others genuinely. Not just sell to them bane. Murphy wrote that your idea must go forth with the purpose of blessing or serving the world and it will come back to you multiplied. He called it completing the circuit. A business that is genuinely trying to solve a real problem for real people creates a kind of energetic alignment between the entrepreneur's internal conviction and the external reality of the market that a purely self-serving operation never achieves. The market senses authenticity. It responds to it.

There is one more thing Murphy said. He said that the subconscious mind responds to feeling not just to words. This is why repeating affirmations without genuine feeling behind them produces nothing. He describes people who said for months that they were wealthy and found that nothing changed. Because the words were there but the internal feeling was disbelief. The subconscious registered the disbelief not the words. It always registers the dominant feeling.

This means that the real work for any business person is not crafting better affirmations or visualizing harder. It is doing the honest internal work of examining what you actually believe about your business, about money, about whether you deserve to succeed, about whether the market will receive what you are offering, and about whether the level of success you claim to want is something you genuinely believe is yours. Because your subconscious mind is already acting on your actual beliefs twenty four hours a day.

Murphy used an image that I kept thinking about He described a magnetized piece of steel that can lift twelve times its own weight. Demagnetize the same steel and it cannot lift a feather. Nothing about the steel has changed except its internal state. Two types of people operate the same way. The person who is full of genuine conviction about what they are building and where they are going operates like magnetized steel. Every interaction, every decision, every setback carries a different quality than the same action performed by someone who is fundamentally doubtful about whether any of it will work.

I read widely. I follow business content. And I can say that across all of it the most consistent differentiator between the businesses that grow and the ones that stay stuck is not strategy. It is the quality of the internal conviction from which the strategy is operating. Because strategy executed from a place of genuine belief produces different results than the same strategy executed from a place of quiet resignation.

Your subconscious mind is working right now. It is acting on whatever you genuinely believe about your business, your value, and your future.

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