Column
Change
Identity
Psychology
Taylor Swift
7 min read

Self-belief: what Ted and Taylor get wrong

Psychologist Roger Bretherton questions whether believing in ourselves is all it’s cracked up to be, despite what culture icons might say.

A man in a blue jumper holds a yellow sign reading 'believe'.
Ted and that sign.

Psychotherapists can be really irritating. You may not have noticed how irritating they are, but I have.  And that’s saying something. Because I am one - an irritating psychotherapist that is. In nearly two decades of practicing and training people to counsel, coach and generally therapize (I know that’s not really a word, but I can’t help irritating you by using it), I have curated an ever-growing list of the therapeutic practices by which I am most likely to be irritated.  

To my mind, the gold medal in the irritating therapist Olympics goes to a winsome and playful hypnotherapist called Stephen Gilligan. Some psychotherapists treat everything that comes out of their clients’ mouths as treasures to be prized, it clearly wasn’t the way Gilligan saw it. In fact, he developed a therapeutic strategy designed to confront any sense that it is possible to define ourselves simply. Every time a client made an ‘I am…’ statement, he would respond with a twinkling eye and a lilting voice, ‘Of course, you are [insert dramatic Pinteresque pause here], except when you’re not.’  

Consequently, the pantomime of therapy goes like this. You think you’re a failure? Of course, you are... except when you’re not. You think you’re a coward?  Of course, you are... except when you’re not. You think you’re a control freak? Of course, you are... except when you’re not. You think you’re always punctual? Of course, you are... except when you’re not. You think you’re disciplined? Of course, you are... except when you’re not. You think you’re accepting of everyone? Of course, you are... except when you’re not. You think this is all really irritating? Of course, it is... except… You’ve probably got the gist of it by now. 

But why would Gilligan, with all his charm and playfulness, risk infuriating his clients like this? Perhaps because he knows something important about human identity that most of us tend to forget. None of us can be summed up in a single sentence, and whenever we try, something grates against us. Any attempt to cram the complex fabric of our lives into the all-too-tiny suitcase of our self-definitions causes us pain. After all that’s what irritation is. It is the gnawing sense that something doesn’t quite fit.  

Psychologists note the difference between anger and irritation. When we are angry, we are usually angry at something. Someone or something has blocked our plans. We’re frustrated. It’s not right and we fight against it. There is a sense of indignation and injustice. But with irritation we’re not always sure what’s bothering us, and if we are sure what it is, we’re not sure it should bother us.  It’s the young couple whispering behind us in the cinema, the door that only closes with just the right pressure, the person who subtly insults us. Not quite enough to make us leap into action, but just enough to steal our attention. To be irritated is to be slightly annoyed that we are annoyed; to be annoyed while wondering whether we have any reason to be annoyed.

We are whole and perfect just as we are, and no can tell us otherwise. It is the gospel of self-belief, that lingers on the lips of cultural icons from Taylor Swift to Ted Lasso: believe in yourself.   

Stephen Gilligan was confronting his clients with the fact that we often wear our identities like this, like ill-fitting clothes that bulge or chafe in the places where the tailoring fails to match the way our lives really are. We can be described in many ways, but we cannot ultimately be contained in, reduced to, or summed up by any single concept. Some part of us always colours outside of the lines. The human equation always leaves a remainder.  

The idea that we are ultimately a glorious mystery, even to ourselves, is not a comfortable thing to live with. We would much rather come up with a bold simple label and stick ourselves to it. At least then we’re safe from uncertainty. At least then we’d be something. Most of us to some extent play this game, and the good news is that our culture offers us numerous ways to play it. The bad news is that none of them really work. 

Perhaps the most popular way to play the identity game is to believe that we already are everything we need to be. We are whole and perfect just as we are, and no can tell us otherwise. It is the gospel of self-belief, that lingers on the lips of cultural icons from Taylor Swift to Ted Lasso: believe in yourself.  You’d think that would be a good thing to believe, but it does run into problems, particularly when the rest of the world fails to hold the same opinion of us.  

If we believe ourselves to be wonderful in every respect it comes as a bit of a shock to discover that not all our colleagues, bosses, or friends regard us with the same breathless awe. At this point, many of us modify our view of ourselves to something more realistic. But if we are not prepared to do that, there are only a limited set of options by which to square the circle of knowing ourselves to be magnificent in a world that refuses to agree with us. We can attack the world in rage, we can flee from it in fear, we can hide from it in shame. A surprising number of people respond with paranoia. Which makes sense. If almost everyone you speak to seems intent on undermining your matchless brilliance, you could be forgiven for thinking the world was out to get you. None of these responses are good. 

Thankfully, in recent years, therapeutic psychology has issued a corrective to the shortcomings of the self-esteem movement. More nuanced practices of self-acceptance and self-compassion, recognise that it is part of being human to not always be as we would like to be, and we will certainly not always be treated as we think we should be treated. A simple grandiose belief in ourselves is too flimsy to endure the buffeting of real life. Self-belief is not enough. 

Accepting acceptance is a radical reorientation of the self because it doesn’t start with us 

Some psychologists have argued that the twentieth century should be named ‘The Century of the Self’, the historical period in which Self replaced other larger concerns, such as Country or God, as the ultimate reference point for good human living. The fact that so many of us unthinkingly endorse the need for self-belief, suggests it is a popular option in our current cultural menu of ways to live with ourselves. But it is difficult not conclude that the cultural currents in which we swim are somehow misaligned, or that we suffer from a widespread lack of imagination if the lynchpin of our aspirations doesn’t really deliver. It makes me wonder if we have taken a wrong turn somewhere. 

The Christian view of all this is that we as human beings, far from being selves to believe in, are the recipients of a radical kind of acceptance. We are not called upon to generate self-acceptance out of thin air. We have been divinely accepted at the deepest possible level, not because we are special or exceptional, but as a gift to us from a generous God. All we have to do is accept that acceptance. Which is harder than it sounds, because we’d rather believe we did it under our own steam.  

Accepting acceptance is a radical reorientation of the self because it doesn’t start with us. It starts with a God who is willing to do whatever it takes to close the distance between us and Him. If God wasn’t like this, if he was vindictive or didn’t care, or if he refused to come anywhere near us until we’d reached the required height of spiritual perfection, there would be absolutely nothing we could do about it. But as it stands, all our attempts to impress God are pretty much useless. There is little point frantically reeling in a god who is already closer to us than we are to ourselves. What’s the point of trying to justify our existence if our existence has already been justified. This is where Christianity begins, but not where it ends.  

Divine acceptance does something more. If self-belief asserts that we are what we are, and no-one can tell us any different; then divine acceptance takes us as we are but refuses to leave us there. Something happens to us when we know that we are known and loved right to our bones. We no longer fear being abandoned because of our flaws, and we start to harbour a growing hope that we may be able to overcome them. Our self-awareness improves, we see ourselves more clearly. We learn to live life dynamically, with nothing left prove, but a lot still to learn.  

Article
Character
Community
Economics
4 min read

Local businesses can love their neighbours, here’s how

The powerful partnerships quietly transforming Britain's towns
A knitted post box topper shows a group of people and the word powerhouse.
Celebrating Didcot's Powerhouse group.

In just three years, an Oxfordshire market town has cracked a code that's eluded community development experts for decades. The Didcot Powerhouse Fund has delivered £400,000 in grants to nearly 9,000 residents, proving that when local businesses and civic leaders work together, they can achieve remarkable results. 

Didcot's success is all the more remarkable given its context. Surrounded by world-class science campuses and the prosperity they bring, the town is simultaneously home to pockets of serious social and economic deprivation. This stark inequality demanded a fresh model for corporate giving – one that could bridge the gap between the wealth generated by cutting-edge research facilities and the struggling families living in their shadow. 

The fund's approach offers a blueprint for addressing one of Britain's most persistent challenges: how to harness private sector resources for genuine community benefit. Within five months of launching, it had generated £100,000 in grants. By year three, it had distributed 70 grants across Greater Didcot's 46,000 residents, tackling everything from domestic abuse support to youth skills training. 

What makes Didcot remarkable isn't just the money – it's the method. The fund, chaired by Oxfordshire Deputy Lieutenant Elizabeth Paris, doesn't simply write cheques. It convenes businesses, charities, local government and faith leaders in the same room, mapping community needs and systematically filling gaps. This year's annual impact event, hosted by the European Space Agency, drew 160 guests who would rarely otherwise meet. 

This model represents a fundamental shift from traditional corporate social responsibility. Rather than companies making isolated charitable donations, the Didcot approach creates sustained partnerships that leverage professional networks, legal expertise and grant-writing skills alongside financial resources. 

The success reflects a broader civic renewal happening across Britain, much of it led by the country's 5.5 million small and medium enterprises (SMEs). Across the UK, these businesses are showing what it means to contribute not just economically, but socially, to their local communities. They do so quietly — through their skills, relationships, and a belief in stewardship. 

Last winter, fuel-allowance reductions left many families wondering how to heat their homes. In East Yorkshire, a coalition of community groups supported by an SME mobilised at speed, distributing thousands of pounds in emergency vouchers. Similar efforts in Cambridgeshire and Nottinghamshire reached nearly 300 residents with targeted help. These acts made all the difference close to home. 

SMEs employ 60 per cent of the UK workforce, but their real power lies in their embeddedness within local communities. They understand local needs in ways that distant corporations or central government cannot. And SMEs, as groups of individuals united by a common purpose, have the unique ability to be good neighbours in the communities they serve. The most effective business leaders understand that creating real value comes from cooperation – from working alongside others to meet shared needs.  

Successful SMEs engage actively with their local communities because doing so helps them understand the people they serve, earns trust, and provides services that genuinely matter. This requires spending time with people, asking thoughtful questions, and recognising that local relationships are central to resilience.  

Through my role as Lord-Lieutenant of Oxfordshire, alongside our team of 40 Deputy-Lieutenants, I witness this transformation first-hand. We engage with tens of thousands of people annually and can report that this quiet civic renewal is both important and accelerating. 

From the Isle of Wight, where former vehicle technician Jan retrained as an energy retrofit assessor to help neighbours cut bills and carbon emissions, to East Yorkshire, where community groups and local firms mobilised to distribute emergency fuel vouchers, SMEs are proving themselves to be critical civic actors. 

The most striking example may be Inveraray on Scotland's west coast, where the historic Local Pier had been shuttered for a decade. A local charity, supported by regional SMEs, raised over £275,000 across seven funding bids. The pier reopened in April 2024, now hosting monthly farmers' markets. As Linda Divers, Chair of Inveraray Community Council, said at the ribbon-cutting: "That vote of confidence turned a dream into reality." 

This matters because trust – the foundation of effective community action – is built through personal relationships. A 2023 King's College London study found that 98 per cent of UK residents trust people they know personally. SMEs, rooted in their communities, are uniquely positioned to nurture and leverage this trust. 

Parliament is taking notice. The Business and Trade Committee has launched an inquiry into what small firms need to thrive, with Chair Liam Byrne calling them "the engine room of growth and our biggest employer." 

The potential is enormous. Imagine businesses helping food banks become comprehensive community hubs. Picture digital skills clinics helping charities navigate AI-ready grant applications. Envision hundreds more professionals like Jan, retrained into green jobs that serve both local communities and environmental goals. 

The Didcot model shows this isn't utopian thinking – it's happening now. What's needed is recognition that the story is changing: from businesses as standalone economic actors to businesses as community builders, aligned with local purpose. 

At its heart, this kind of community investment reflects a deep, shared commitment to neighbourly love – not as a sentiment, but as a practical responsibility. To be a good neighbour is to recognise the inherent worth in every person, and to act with generosity, care, and purpose.  

It even calls us to see one another not as strangers or competitors, but as people closely connected, each carrying something of the same human dignity and potential. This recognition demands action: to build relationships that endure, to work for the good of all, and to strengthen the ties that bind communities together. 

The work of SMEs and local leaders across the UK embodies these values, offering a powerful example of faith in action within public life. In an era of declining social capital and institutional trust, it offers hope that Britain's communities will continue to build themselves from the ground up. We should celebrate it – and help it grow. 

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