Nido R Qubein How To Get Anything You Want PDF

HOW TO GET ANYTHING
YOU WANT
Nido R. Qubein
Roberts Hall, High Point University
Copyright © 2006 by Nido R. Qubein
Library of Congress Cataloging in Publication Data
ISBN 0-9770555-0-7
All rights reserved. No part of this publication may be reproduced, stored in a

retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the copyright owner.
For quantity purchases of this book contact:
High Point University Press

833 Montlieu Avenue
High Point, NC 27262-3598
(336)841-9201, Facsimile (336)888-6332
www.highpoint.edu
Originally published as Get the Best from Yourself:

Prentice-Hall, ISBN: 0-13-407296-0
Berkley, ISBN: 0-425-08537-6
Printed in the United States of America

ALSO BY NIDO QUBEIN
BOOKS
ACHIEVING PEAK PERFORMANCE
HOW TO BE A GREAT COMMUNICATOR
HOW TO BE A GREAT SALES PROFESSIONAL
STAIRWAY TO SUCCESS
THE TIME IS NOW, THE PERSON IS YOU
CD’S/CASSETTES
COMMUNICATE LIKE A PRO
HOW TO POSITION YOURSELF FOR SUCCESS
HOW TO SELL, SERVE AND SUCCEED
HOW TO SUCCEED IN BUSINESS AND IN LIFE
To my wonderful mother
Victoria Ghawi Qubein
who helped me discover that life really does work best when it’s
lived from the inside out . . . and who clearly showed me how to get
the best from myself in every worthwhile endeavor I undertake.
Foreword
BY DR. NORMAN VINCENT PEALE
Once in a great while, a book manages to successfully blend the

wisdom of the ages with the practical insights of the present to guide
its readers hopefully into the future. This work does exactly that.
Nido Qubein has captured the wisdom of many of the greatest
thinkers and doers of all time to lay a solid foundation for productive
and joyful living. Thus, he has reminded us that human beings have a
marked advantage over all other of God’s creations; we don’t have to
start over with each generation. We can build upon the rich heritage
that has been passed down to us.
But he doesn’t stop there. With remarkable insight, he explores
the practical knowledge of some of the greatest achievers in his own
generation.
Using the tested and proven principles of the past, and the moti-
vational techniques produced by the unfolding knowledge explosion,
he offers a valuable formula for personal and professional develop-
ment.
Nido, himself, is living proof that the American Dream is still
very much alive. Here is a young man who came to this country with
ix
HOW TO GET ANYTHING YOU WANT
virtually no money, no connections, and almost no understanding of

the English language, and yet charted a remarkable course toward
success and personal fulfillment. With minimal help, he worked his
way through college, then went on to obtain a master’s degree in busi-
ness, only later to deserve scores of honors including a Doctorate of
Laws from his first alma mater.
You see, Nido had an advantage over many native-born Ameri-
cans. He had been led to believe that America was still the land of op-
portunity. So he decided to use what he had to the best advantage.
Armed with a few slides he’d brought from home, a very limited vo-
cabulary, and a good sense of humor, he put together a short audio-
visual program about the Holy Land. He would show the slides and
speak, in his broken English, to any church or civic group that would
give him an audience. People were captivated by his enthusiasm, his
accent, and his humorous stories about being a foreigner in this coun-
try.
From that meager beginning, Nido Qubein has become one of the
top public speakers in the world, averaging more than 150 speaking
engagements each year for many leading corporations and associa-
tions. The people of his own profession thought highly enough of
Nido to elect him president of the National Speakers Association, and
to bestow upon him that association’s highest awards, including the
Cavett.
As a businessman and consultant to industry leaders, he has been
highly successful. He achieved his goal of becoming a millionaire by
the time he was thirty. He has since set new goals, taken on new chal-
lenges, and has been recognized widely. He received the Ellis Island
Congressional Medal of Honor, was inducted into SME’s Interna-
tional Speakers Hall of Fame, and named his home city’s Person of
the Year.
My friend and colleague, Nido Qubein, has discovered that life
really does work best when it’s lived from the inside out, and now he
tells us how to do it. You’ll enjoy this book, again and again. It’s a
winner!
x
Acknowledgments
Every worthwhile task of my life has been accomplished with the

valuable help of many talented individuals—and the writing of this
book is no exception.
And now, as I serve High Point University as its seventh presi-
dent, I am in awe at the wisdom of our faculty, the dedication of our
staff, the loyalty of our alumni, the generosity of our supporters, and
the incredibly sparkling spirit of our phenomenal students. I am so
blessed and honored to be back at my alma mater and to lead it into
an extraordinary future.
I am indebted to my family who patiently endured my long trips
and my exhausting work schedules—and throughout our life together
continue to give me courage, love, and unending support.
To my associates Tom Watson and Gene Owens I owe deep grat-
itude for all the research they have done for this and many other works
I have published.
I express my love and appreciation to all the great Americans
who helped me establish The Nido Qubein Associates Scholarship
Fund which has granted hundreds of scholarships to deserving young
people.
My greatest debt, however, is to each man or woman who has ever
been in my audience when I have spoken, who has heard me on radio,
watched me on television, tuned into my tele/video conferences, or
who has read or listened to one of my earlier works—for you have
stimulated my creativity.
Thank you and God bless you.
xi
Introducing Nido Qubein
Nido Qubein is president of High Point University and chairman of

four companies including Great Harvest Bread Co. (250 stores in 40
states and Canada).
He serves on the boards of several national organizations including
BB&T Corporation (the 9th largest financial institution in the U.S.
with $110 billion in assets), YMCA’s of the USA (national board of
over 2,600 YMCA’s), the National Speakers Association Foundation
(which he founded in 1983), and the Qubein Foundation (which has
awarded more than $3 million to deserving college students).
He has been the recipient of many honors, including the Horatio
Alger Award for Distinguished Americans, the Order of the Long
Leaf Pine (North Carolina’s highest civic award), a Doctor of Laws
degree, the Ellis Island Medal of Honor, The Cavett (known as the
Oscar of the speaking profession), Toastmasters International
Golden Gavel, the Sales and Marketing International Hall of Fame,
Citizen of the Year and Philanthropist of the Year in High Point,
North Carolina, where he resides.
He is in great demand as a speaker at conventions, sales meet-
ings, and executive conferences internationally. His books and audio/
visual learning programs are translated in a dozen languages. You
may reach him at: nqubein@highpoint.edu.
xiii
Contents
Foreword vii
Acknowledgments ix
Chapter 1: The Magic Kingdom of “What If” 1
Chapter 2: What Makes a Winner? 15
Chapter 3: Three Steps to Building a Winner’s Attitude 25
Chapter 4: Mirror, Mirror, on the Wall . . . 39
Chapter 5: How to Grow a Strong, Positive Self-Image 49
Chapter 6: I Think I Can, I Know I Can . . . I Did! 61
Chapter 7: Ten Steps to Building Self-Confidence 69
Chapter 8: Goals: The Way You Control Your Life 83
Chapter 9: Time: Your Greatest Treasure 97
Chapter 10: How to Move the Biggest Obstacle: Yourself 111
xv
Chapter 11: To Catch a Thief 129
Chapter 12: Leadership: The Winner’s Task 139
Chapter 13: Effective Communications Make Things Happen 157
Chapter 14: How to Handle Stress and Distress 171
Chapter 15: How to Avoid Burnout 181
Chapter 16: This Is Your Life! 189
xvi
Chapter
1
The Magic Kingdom
of “What If”
Visit with me, for a few moments, the Magic Kingdom of “What If.”
Here you can be anything, do anything, have anything, or live any way
you wish. It’s better than television’s “Fantasy Island,” because all
you have to do is close your eyes and let your imagination wander.
What if you could be anything, or anybody, you chose to be?
Think about it! What would you choose to be?
A celebrated athlete?
A famous TV or movie actor or actress?
A powerful political personality?
A wealthy person of leisure?
A strong business leader?
A minister?
A doctor, lawyer, or other professional?
A community volunteer?
A reporter asked George Bernard Shaw to play the “What If” game,
shortly before he died. “Mr. Shaw,” he said, “You have visited with
some of the most famous people in the world. You’ve known royalty,
world renowned authors, artists, teachers, and dignitaries from every
part of the world. If you could live your life over and be anybody
1
you’ve known, or any person from history,” the reporter asked, “who
would you choose to be?”
“I would choose,” replied Shaw, “to be the man George Bernard
Shaw could have been, but never was.”
What an insight! The sad fact is that few people ever become all
that they could have been. As Robert Browning said, “Of all sad
words of tongue or pen; The saddest, these; It might have been.”
Yet Shaw realized that, although he might have done even more
with his life than he did, he could never be anyone but himself. That
realization is the limitation of the Magic Kingdom of “What If.” You
can choose to become another person only with your imagination. In
the real world, you can be only yourself! You can become only the
person you are created to be! Yet what you can be is almost unlimited.
You are, in many ways, “unique,” that is, you are the “only one of your
kind.”
You Have:
Unique talents and abilities
Unique opportunities
Unique mental powers
A unique personality
A unique self-image.
The Fact Is That:
No one can do what you can do, exactly as you can do it.
No one has exactly the same opportunities you have.
No one knows exactly what you know.
No one has a personality exactly like yours.
No one sees you exactly as you see yourself.
Celebrating your uniqueness is fully developing all of the attributes

that make you the “one-of-a-kind” person you are.
What If:
All your dreams can come true?
You can become the person you’d like to be?
The world is waiting for the unique contribution you can make?
Life can be as full and rewarding as you hope it can be?
2
The Magic Kingdom of “What If”
Here are some people who made their dreams come true.
As a boy, John Goddard dared to visit the Magic Kingdom of
“What If.” When he was 15 years old, John Goddard made a list of all
the things he wanted to do in life. That list contained 127 goals he
hoped to achieve. It included such things as: explore the Nile, climb
Mt. Everest, study primitive tribes in the Sudan, run a five-minute
mile, read the Bible from cover to cover, dive in a submarine, play
“Claire de Lune” on the piano, write a book, read the entire Encyclo-
pedia Britannica, and circumnavigate the globe. Goddard has become
one of the most famous explorers alive today. He has reached 121 of
his 127 goals and done many other exciting things.
Jim Marshall has been described as the most indestructible man
ever to play professional football. In a sport where 30 is considered
“old age,” he played defensive end until he was 42—never failing to
start in 282 consecutive games. He is what famous quarterback Fran
Tarkenton calls “the most amazing athlete I’ve ever known in any
sport.”
Jim has had his share of problems. He was once caught in a bliz-
zard in which all of his companions died. Twice he suffered from
pneumonia. While cleaning a rifle, he suffered a gunshot wound. He’s
been in several automobile accidents and has undergone surgery.
The secret of Jim’s amazing resiliency is in his two guidelines:
“Find a direction and dedicate yourself to that direction, and never re-
alize how high up is.”
WHAT IS YOUR MOST BASIC FREEDOM?
We talk a lot about freedom these days, but rarely do we exercise our
most precious freedom. We all have a type of freedom that we seldom
use in a purposeful way. You won’t find it in the Bill of Rights or any-
where in the Constitution of the United States. The Declaration of In-
dependence only hints at it. No document of any nation anywhere in
the world clearly spells it out. That’s because no nation can give it to
you, and no nation—no person—can take it away from you.
3
This freedom is equally available to all people regardless of race,

religion, sex, economic status, ethnic background, or circumstance. It
is available to the prisoner, to the invalid, to the poor, to the victim of
discrimination, to the timid—even to the citizen of an Iron Curtain
country.
What is this most basic freedom? Each of us has the freedom to
choose how we will respond to the circumstances in which we find
ourselves.
We Cannot Always Control:

What others do to us
What happens to us
Where we are born
What physical impairments we have
How much money we start out with
What others think of us
What others expect of us
How high our IQ is
But Each of Us Can, and Does, Control:

How we react to what others do to us
How we cope with what happens to us
How we live, and if we live, where we are born
How well we use the physical abilities we have
What we do with the resources we have been given
How we respond to the opinions of others
Whether we can, or will, live up to others’ expectations
What we do with the IQ we have.
Most of the limitations that keep us from realizing our full potential are
artificial. They are imposed on us by circumstances or by other people.
Artificial Limitations Include:

Our age (we’re “too” old or “too” young)
Empty pockets
Past failures
4
Troubles and pains

The shortsightedness of those around us
Lack of education
Fears
Doubts
The real limitations that rob us of our freedom to make the best of
what we have, and of what we are, have to do with the way we see
ourselves and the world around us. Our attitudes hold us back from
becoming all that we were created to be.
These Real Limits Include:

A negative outlook on life
Excuses we offer
Our waste of the time we are given
Pettiness
Inflexibility
Feeling sorry for ourselves
Worry
Procrastination
Laziness
Lack of self-discipline
Bad habits
The winners in this world have always been those who have relent-
lessly used their freedom to choose how they would respond to what-
ever circumstances greeted them.
For Example:
• Colonel Sanders was “too old” to start a business.
• The Wright brothers knew that no one had ever flown.
• Florence Chadwick knew that others had died trying to cross
the English Channel.
• Henry Ford faced a “lack of demand” for his automobiles.
• David was too young, to unskilled, and too poorly equipped to
face Goliath.
5
However, winners have a history of ignoring the shortsighted scoffers

and of doing the “impossible.” Even the opinions of “experts” were
not enough to hold them back.
Consider That:
• After Fred Astaire’s first screen test, the memo from the testing
director of MGM, dated 1933, said, “Can’t act! Slightly bald!
Can dance a little!” Astaire keeps that memo over the fireplace
in his Beverly Hills home.
• An “expert” said of Vince Lombardi, “He possesses minimal
football knowledge. Lacks motivation.”
• Someone said of Albert Einstein, “He doesn’t wear socks and
forgets to cut his hair. Could be mentally retarded.”
• Socrates was called, “An immoral corruptor of youth.”
FREEDOM NECESSITATES CHOICES
There’s so much to see, to do, to be! Life is full of choices—like a gi-

ant smorgasbord. Yet here we stand, with our small plates that can
hold only so much. Freedom demands that we make choices.
In the Magic Kingdom of “What If,” you’ll find a blank check. It
is drawn on a limitless bank, and it is signed by a loving benefactor
who can give you anything you want. All you have to do is fill in your
name on the blank marked “Pay to the order of:” Go ahead! Mentally
write your name as the payee of the check.
Now, in the “Amount” space, write what you’d like most to have
out of life. Go ahead! I dare you! Reach for a star!
Or would you rather just muddle aimlessly through life? Would
you rather allow circumstances, or other people, to dictate the way
you will spend the remainder of your life? Would you rather “fly by
the seat of your pants,” letting the myriad of your little decisions
wipe out the big decisions that could shape your life as you want it
to be?
6
Who’s In Charge of Your Life?

Even a short visit to the Magic Kingdom of “What If” raises a big
question: Who’s in charge of your life? When you were a child, your
parents were in charge of your life.
They Told You:

What time to go to bed
What time to get up
What toys you could have
Even what to eat
Later on, you looked to your teachers and the school principal to tell
you what to do.
They Decided:
What you would read
What you would learn
When to put your head down and rest
When you could go to the bathroom
Even what you could eat
Gradually, your peers began to exercise some control.
They Dictated:
What clothes you would wear
Where it was “cool” to be seen
The way you would talk
Maybe even what you would drink
As you reached young adulthood, you turned to others for guidance as

to what you should do.
You:
Talked your plans over with a friend
Asked a minister for advice
Talked out your decisions with a counsellor
Took a job and let the boss decide what you would do.
7
Living was much simpler when you were little. When you were afraid,
Mom or Dad would come into your room. If you asked, they would
stay with you, or leave a light on, until you went to sleep. They took
responsibility for you.
Now you’re all grown up. In the past, if things did not go the way
you wanted them to go, you could blame your age, your social status,
your job, or your circumstances. But gradually you realized that you
could change such things—if you were willing to pay the price to
change them. You’ve spent enough time in the Magic Kingdom of
“What If” to believe that there could be more to life than what you
have experienced so far. You have begun to suspect that your life is not
shaped by the people around you or by the circumstances in which
you find yourself. Slowly, it’s dawning on you that, with God’s guid-
ance, you are in control of your life. Sure, you can talk with other peo-
ple and get their advice. But ultimately you must decide. It’s time to
face the fact—you are in charge of your life! You are, and always will
be a product of your choices.
Exercise 1–1 might help you to assess how well you’re doing at
exercising your freedom to respond, in any way you choose, to the
circumstances in which you find yourself. It is not a test. It is de-
signed to help you think through how fully in control of your life you
are.
You and the Law of Inertia

Were you happy with your score on the questionnaire in Exercise
1–1? If not, consider the law of inertia, which says:
A body at rest tends to remain at rest, and a body in motion tends to

remain in motion, at the same speed and in the same direction, un-
less acted upon by an outside force.
With one major change, that law applies very well to the pattern of our
lives.
8
Circle the letter indicating the response that most accurately repre-
sents the way you feel at the moment:
1. I like being the way I am: (a) all of the time, (b) most of the time,
(c) sometimes, (d) never.
2. I enjoy what I am doing as a profession: (a) all of the time,
(b) most of the time, (c) sometimes, (d) never.
3. I accomplish my goals: (a) every time, (b) most of the time, (c) oc-
casionally, (d) never.
4. I have a positive attitude about: (a) everything, (b) most things, (c) a
few things, (d) nothing.
5. My closest relationship: (a) is ideal, (b) could be improved,
(c) needs much improvement, (d) is terrible.
6. My relationships with my fellow workers: (a) are ideal, (b) could be
improved, (c) need much improvement, (d) are hopeless.
7. If I keep going the way I am, I will: (a) reach my full potential,
(b) do fairly well in relation to my goals, (c) be old before my time,
(d) disappoint myself and others.
8. My personal finances: (a) resemble Fort Knox, (b) are ample but not
all I desire, (c) are barely adequate, (d) are a disaster.
9. Most of the people I know: (a) owe their success to knowing me,
(b) feel enriched by knowing me, (c) find me to be interesting,
(d) find me to be a bore.
Exercise 1–1. How’re You Doing So Far?
Score yourself as follows: 10 points for each (a) answer,

7 points for each (b) answer, 5 points for each (c) answer,
and 1 point for each (d) answer.
• If you scored 85 to 100 points, stop reading this book and pass
it along to a friend.
• If you scored 70 to 84, you’ve got a lot going for you. This book
should help to reinforce your positive attitudes and actions.
• If you scored yourself 55 to 69, like most of us you have some
areas that need major improvement. This book could be helpful.
• If you scored 40 to 54, the thoughts expressed in this book
could radically change your outlook on life.
• If you scored 39 or less, what have you got to lose? Read on!
9
People:
Who are successful tend to remain successful
Who are happy tend to remain happy
Who are respected tend to remain respected
Who reach their goals tend to go on reaching their goals
So, what’s the major change? Physical inertia is controlled by outside

forces, but the real changes in the directions of our lives come from
inside us. As William James said, “The greatest discovery of my gen-
eration is that a person can alter his life by altering his attitude of
mind.”
You can live every day of your life. You can be alive to the tips of
your fingers. You can accomplish virtually any worthwhile goal you
set for yourself.
MEANWHILE, BACK IN THE REAL WORLD
The problem with the Magic Kingdom of “What If” is that you can’t
live there! Those who try, find that it turns into the Deadly Kingdom
of “If Only.”
They Find Themselves Saying:

“If only I had more money, I could . . .”
“If only my circumstances were different, I could . . .”
“If only my race were different, I could . . .”
“If only I were better educated, I could . . .”
“If only I had not done . . .”
The dreams you discover in the Magic Kingdom of “What If” can
come true only when you have both feet planted firmly in the real
world. If you visit the Magic Kingdom of “What If” often, dream its
lofty dreams, and then return to the real world and make them come
true, you’ll be amazed at what you can accomplish with your life.
10
Dare to Be a Practical Dreamer

Dare to dream! Dare to hope! Dare to see yourself as a great big
bundle of potential! Psychiatrists are increasingly acknowledging
the value of daydreams. Studies have shown that people who have
the highest IQs tend to spend a lot of time daydreaming—imagin-
ing how things could be. Most of the truly great inventions and de-
velopments of history started out as images in the minds of dream-
ers.
But remember, a dream is only a dream until you make it come
true. Ralph Waldo Emerson was one of the greatest visionaries of his-
tory. In fact, many consider him the greatest “mystic” who ever lived.
Yet Emerson said to an aspiring artist, “There is no way to success in
our art but to take off your coat, grind paint, and work like a digger on
the railroad, all day, every day.” When I was a boy, my mother often
said to me, “If it is to be, it is up to me.”
For every truly great innovation that has been made, at least a
hundred could probably have been made, but they never were. Why?
There are two basic reasons: Many potential innovators failed to
dream, and many dreamers failed to make their dreams become real-
ity.
Dreams:
Lift our sights from the ordinary to the potential
Give us hope
Inspire us to attempt the impossible
Call us to become more than we have been
Inspire others to hope for something more
Challenge us to grow
Either we dream of bigger and better things, or we fall into the pit de-
scribed by Henry David Thoreau when he said, “The mass of men
lead lives of quiet desperation.”
The practical side of dreaming is being willing to pay the price to
make those dreams come true.
11
Practicality:
Gives shape and form to our dreams
Makes tangible our hopes
Renders our ideas useful
Translates our aspirations into actions
Adds substances to our ideals
Dreams Come True When You Pay the Price

“Nido, I’d give anything to be able to speak before a group as you do,”
a young man said to me recently.
“You’d be ten times better than me,” I replied, “if you only gave
one-tenth what I did.”
Each day presents us with a wide array of possibilities and poten-
tialities. Opportunities parade before us like the stars on a cloudless
night. People all around us seize them—like the guy who made a for-
tune on “pet rocks.”
“But those people are lucky!” someone moans.
Really? Your dreams can come true when you are willing to pay
the price to make them come true.
Many people are not willing to pay the price to be successful.
Maybe that’s why so many withdraw into what my fellow speaker Jim
Newman called a “comfort zone.” They long for a place to rest, a
place to be safe, a place to be comforted and coddled.
But “Comfort Zones” are like Caves:

Their darkness makes it hard to see
Their stagnant air grows stale and becomes hard to breathe
Their walls box us in
Their low ceilings keep us from stretching to our full height
The fact that you have read this far indicates that you are not willing
to live the remainder of your life in a “comfort zone.” Perhaps you are
tired of being a loser. Maybe you have been a winner in the “bush
leagues,” and you are ready to move on up to the “big league” in the
12
game of life. If so, then this book is for you. Read it to be inspired.
Apply it to become both successful and significant—at work and in
life.
And that leads us to the next chapter, “What Makes a Winner?”
13
Chapter
2
What Makes a Winner?
As you reach out for success, the most important asset you can have
is a winner’s attitude.
Literature and History Are Full of People Who:

Suffered from severe handicaps
Often had talents that were inferior to those around them
Sometimes lived in the worst of circumstances
Usually faced many defeats
Yet many of those people are listed among the winners in life’s Hall
of Fame.
Why? What Made Them Achieve?

When others around them failed
When others had greater talents
When others had greater opportunities
When others often had far greater resources
The secret is this: They had a winner’s attitude!

In the game of life, just as in sports, there are always far more
losers than there are winners. In baseball, only two teams can play the
15
annual World Series—and only one of them can win. In professional

football, only two teams can make the Superbowl. Almost every pro-
fessionally played sport in the United States is the same in this re-
spect: Only one team, or one individual can win the big prize!
Horse racing sportscasters use a term that more accurately paral-
lels the game of life. The term is “also ran.” After listing the winner
and the runners-up of a race, they mention the “also rans.” These are
the horses that were in the race but that did not do well enough to be
listed among the winners. The big prize goes to the winner, and
smaller prizes are awarded in descending order to the runners-up. But
little or none of the prize money and acclaim goes to the many “also
rans.”
In business and in human services, there are also a few winners,
but many “also rans.” A few are the leaders, the outstanding achiev-
ers, and the small minority who give the service “above and beyond
the call of duty.” But sadly most people are only listed as working for
an organization or corporation.
The Narrow Margin of Victory

If you carry the horse racing analogy a step further, you will notice
something very interesting. Usually, the margin of victory for the win-
ners is not very wide.
For example, a horse named Nashua won more than a million dol-
lars in his racing career. Yet all of Nashua’s racing time totaled up to
less than one hour. (Of course, that figure doesn’t include the endless
hours of preparation required to win all those races.) When Nashua
was sold, he brought more than a hundred times more money than
most of the horses that ran against him.
What makes Nashua a hundred times more valuable than other
horses? Is he a hundred times faster than the “also rans?” No! To be a
consistent winner, and thus far more valuable, he needed only to run
slightly faster than the others. In fact, many of the races Nashua won
were won only “by a nose.” The judges could not award the prize un-
16
til they had looked at a picture of the noses of the two front runners
going over the finish line.
In every area of human endeavor, the slight edge that separates the
achiever from the “also rans” is usually less than 2%, according to a
writer in a national magazine. More often than not, the winner’s slight
edge is not talent, resources, or brains. Usually the deciding factor is
the winner’s attitude.
WINNERS MAKE THEIR GOALS:

LOSERS MAKE EXCUSES!
My friend Zig Ziglar has helped thousands of “also rans” become

winners through his seminars and best-selling book, See You at the
Top. In that book, he talks about the “loser’s limp.” He describes it like
this:
In a crucial football game, the home team is down by a touch-
down, and time is running out. The wide receiver’s number is called
in the huddle. He is tired from running down the field all afternoon.
His body aches all over from being knocked around by defensive
backs. Besides, he knows that the quarterback has been pressured all
afternoon, and, with the defense expecting a pass, the odds that the
ball will ever be thrown are less than a thousand to one.
So he lopes down the field at about half speed. He makes his cut,
and looks for the ball. Much to his surprise, he sees it coming—right
on target! The loser makes a heroic leap to attempt the catch, but the
ball falls to the ground in the end zone—just beyond his reach. The
crowd roars its disappointment.
Slowly, the receiver lifts himself to his feet. Unable to admit that
he dropped the ball, he limps toward the sidelines. He’s the only per-
son in the stadium who knows he’s not hurt. But, knowing that he will
not have the crowd’s admiration, he settles for their sympathy. He ex-
cuses his poor attempt with the “loser’s limp.”
The moral? Winners make their goals: losers make excuses!
17
Winners: Losers
• Always have an idea • Always have an excuse
• Always say, “I’ll do it!” • Always say, “It’s not my job!”
• See an answer for every problem • See a problem for every answer
• Always say, “I can!” • Always say, “I can’t!”
• Look for a way to do it • Look for a way to get out of it.
Almost always, attitude makes the difference. Whether you think you
can or can’t, you’ll usually be right!
Losers Settle for Second Best!

You can tell the winners from the losers in another way: Winners com-
pare their achievements with their goals, while losers compare their
achievements with those of other people.
Richard Petty has won more prize money than any other stock car
driver in the history of the sport. His story about what happened when
he reported the results of his first race to his mother is an intriguing one.
“Mama!” he shouted as he rushed into the house, “there were
thirty-five cars that started, and I came in second in the race!”
“You lost!” his mother replied.
“But, Mama!” he protested, “Don’t you think it’s pretty good to
come in second in my first race—especially with so many starters?”
“Richard,” she said sternly, “You don’t have to run second to any-
body!”
For the next two decades, Richard Petty dominated stock car racing.
Many of his records still stand, unbroken. He never forgot his mother’s
challenge—“Richard, you don’t have to run second to anybody!”
Winners compare their achievements with their goals and with their
own potential. The losers always compare themselves with others.
DO YOU HAVE A WINNER’S ATTITUDE?
Whether you are a success or failure in life has little to do with your
circumstances; it has much more to do with your attitude!
18
Not too many years before he died, I shared the dinner table with
Dr. Norman Vincent Peale as both of us addressed a national conven-
tion in New Orleans. This man has inspired a nation, as well as many
people around the world, with his books, articles, and inspirational
talks. He often said that one of the most common complaints goes
something like this: “Dr. Peale, I’d like to start a business, or do some-
thing for the good of mankind, but I have no money to start out with!”
To that Dr. Peale replies, “Empty pockets never held anyone back.
. . . It’s only empty heads and hearts that can do that.”
You see, losers blame their circumstances; winners rise above
their circumstances. Losers concentrate on the blank wall that boxes
them in; winners always look for a way to get under it, over it, around
it, or through it.
Do you have a winner’s attitude? Check yourself with the ques-
tionnaire in Exercise 2–1.
WINNERS ARE MADE—NOT BORN
Earl Nightengale once told the story of a professor who startled a

group of college educators with a challenge. He asked them if they
could boil down into a brief statement all of the books ever written on
how to motivate people. After a long discussion, they came up with
the following statement which said it all: “What the mind attends to,
it considers; what it does not attend to, it dismisses. What the mind at-
tends to continually, it believes; and what the mind believes, it even-
tually does.” We can all be winners by controlling the input to our
great computers—our minds. With enough of the right kind of input,
our minds begin to control our emotions—rather than vice versa.
Children are a good example of the “vice versa.” Children spend
their days looking for things to do, fun to have, ways to entertain
themselves and to be entertained by others. Most of us think that chil-
dren are “cute” because they are growing. We don’t expect children to
act maturely because they are still children. Yet of people who still act
like children at 35, we don’t think they are either cute or attractive.
Why? Because we expect a person to mature with age.
19
Put an “X” in the appropriate column after each statement:
Always Usually Seldom

1. I prepare myself adequately for
every task.
2. I view my circumstances posi-
tively.
3. I see problems as opportunities.
4. I am flexible and tolerant of the
views of other people.
5. I am decisive. I make decisions
quickly and act with determina-
tion.
6. I approach every task (no matter
how routine) with mental alert-
ness and creativity.
7. My actions demonstrate that I
have faith in God, in myself, and
in others.
8. I am prepared for the worst, but
expect and hope for the best.
9. I am enthusiastic and try to
spread enthusiasm to others.
10. I give every task my best effort.
11. I confront every fear with per-
sonal courage.
12. I acknowledge that my success is
helped by the assistance I receive
from others.
13. I operate with complete honesty,
integrity, and sincerity.
14. I am loyal to those who count on
me.
15. I am committed to excellence in
all I do, and take pride in every
task I’m asked to perform.
16. I give more than is expected of
me.
17. I learn from my mistakes and
failures rather than allowing
them to discourage or defeat me.
18. I keep my body in top condition
and my energy level high
through regular rest, adequate
(but not “too” adequate) diet,
and a consistent physical exer-
cise program.
20
Always Usually Seldom
19. I avoid emotional fatigue that
comes from worry, pettiness, and
holding personal grudges.
20. I evaluate my performance only
against my potential and don’t
compare my achievements with
other people.
21. I accept responsibility cheer-
fully.
22. I welcome new ideas, chal-
lenges, and situations.
23. I am aware that, no matter who
I’m working for, I’m my own
boss and demand the best from
myself.
24. I concentrate on goals, rather
than on activities. I don’t waste
my time on “busy work.”
25. I am a “team player.” I do my
best without regard for who gets
the credit for what the team ac-
complishes.
Totals
Exercise 2–1. The Winner’s Attitude Questionnaire
Give yourself 4 points for every “X” in the “Always” col-

umn, 2 points for each “Usually” answer; and 0 points for
each “Seldom” answer.
• 90 to 100 points: You are well on the way to becoming a win-

ner.
• 80 to 89 points: You have some winning ways but definitely
need to read the next section.
• 79 to 80 points: Your attitude is “average.” If you want to be-
come a winner, read and carefully study the next section.
• 78 points or less: You could probably benefit greatly from mem-
orizing the remainder of this chapter.
21
Although maturity involves many things, it certainly includes tak-

ing charge of our lives with the mind—through a series of rational de-
cisions—rather than allowing our emotions to rule us. Perhaps this ex-
plains why boredom is such a problem in our society. People with
adult bodies and minds, who are still ruled by their emotions, can
never find enough things—fun and entertainment—to satisfy their
cravings. Jesus, the wisest teacher who ever lived, said that a person’s
life does not consist of the things that he or she possesses. If you are
ever bored or dissatisfied with the way your life has been so far,
maybe it’s time to face up to the fact that you were born to be a win-
ner.
YOU’RE A TIGER—NOT A GOAT!
From the Orient comes an ancient story that has been a great inspira-
tion in my life. The mother of a small tiger kitten was killed, and the
young tiger was adopted by a goat. For months, the young tiger drank
the milk from the kindly goat, played with the young goats in the herd,
and tried his best to bleat as the goats did.
But, after a while, things did not go well. Try as he may, the little
tiger could not become a goat. He didn’t look like a goat, he didn’t
smell like a goat, he couldn’t make sounds like a goat. The other goats
became afraid of him because he always played too roughly and was
getting so big. The little orphaned tiger began to withdraw into him-
self, to feel rejected and inferior, and to wonder what was wrong with
him.
One day, there was a loud crashing sound! Goats bleated and scat-
tered in a hundred directions! The little tiger was glued to the rock on
which he sat!
Suddenly, the most magnificent creature he had ever seen came
bounding into his clearing! It was orange, with black stripes, and it
had eyes that blazed like fire. It was huge!
“What are you doing here, among the goats?” the intruder asked
the little tiger.
22
“I’m a goat!” replied the young tiger.

“Follow me!” said the huge creature, with an air of authority.
The little tiger followed, tremblingly, as the huge animal wove his
way through the jungle. Finally, they came to a large river, and the
leader leaned over to drink.
“Go ahead, take a drink,” said the huge animal.
As the little tiger leaned over to drink from the river, he saw two
of the same animals. One was smaller, but both were orange with
black stripes.
“Who is that?” asked the little tiger.
“That’s you—the real you!” came the reply.
“No! I’m a goat!” the little tiger protested.
Suddenly, the large animal sat back on its haunches and let out the
most terrifying roar the little tiger had ever heard. It shook the whole
jungle, and, when it was over, everything became breathlessly silent.
“Now, you do that!” invited the giant animal.
At first, it was hard. The little tiger opened his mouth wide—as he
always did when he yawned after filling his stomach with goat’s milk.
The sound that came out sounded more like a bleat.
“Go ahead!” said the big animal, “You can do it!”
Finally, the little tiger felt something begin to rumble way down
in his stomach. Gradually it grew, and grew, and grew, until it began
to shake his whole body.
“Roar” he said, when he could no longer hold it in.
“There, now!” said the huge Bengal, “You’re a tiger—not a goat!”
The little tiger began to understand why he was discontented
playing with the goats. For the next three days, all he did was stalk
through the jungle. When he began to doubt he was a tiger, he would
sit back on his haunches and let out a roar. It wasn’t nearly as strong
or as loud as the roar he’d heard from the huge Bengal tiger—but it
was enough!
Let me ask you some very personal questions. Are you increas-
ingly discontented with maintaining the status quo? Do you feel you
might have what it takes to be a champion? Are you feeling more and
more like a major league player in the minor leagues?
23
If so, perhaps it’s time to face the fact that you’re a tiger—not a
goat! Perhaps it’s time you let out that roar and get on with develop-
ing a winner’s attitude!
How do you develop a winner’s attitude? We’ll talk about that in
the next chapter.
24
Chapter
3
Three Steps to Building
a Winner’s Attitude
There are three basic steps to developing a winner’s attitude. They

are simple to say and easy to understand, but they require more effort
than anything you have ever tried.
STEP 1
Make a Strong and Permanent Commitment to Invest
Your Life and Talents Only in Those Pursuits That
Deserve Your Best Efforts!
If it’s worth doing at all, it’s worth doing to the best of your ability. If
it’s not worth the best you can do, it’s not worthy of the winner’s time.
Since I am often billed as an inspirational business speaker, I do
try to motivate people by sharing things that I have learned from some
of the most outstanding winners in history. But I’ll let you in on a lit-
tle secret: Nobody can really motivate another person. That is some-
thing that people can do only for themselves!
Anything less than that which calls forth the very best within you
will not be important enough to motivate you to overcome all the ob-
stacles that keep you from becoming a winner. When a goal matters
enough to a person, that person will find a way—the resources—to ac-
25
complish what at first seemed impossible. For example, Alcoholics

Anonymous has been highly successful at helping people overcome a
most severe habit. Yet, any member of that fine organization will tell
you that he or she can do nothing to help an alcoholic—until that per-
son is totally committed to the goal of sobriety.
Only when you are totally committed to an overriding purpose
will you put forth the effort required to overcome discouragement,
misunderstanding from other people, and defeat. Consider the bumpy
career of Abraham Lincoln. He:
• Lost his job in 1832

• Was defeated for the legislature in 1832
• Failed in business in 1833
• Elected to legislature in 1834
• Lost his sweetheart to death in 1835
• Had a nervous breakdown in 1836
• Was defeated for Speaker in 1838
• Was defeated in bid for Congress in 1843
• Was elected to Congress in 1846
• Lost nomination bid for Congress in 1848
• Was rejected for Land Officer in 1849
• Was defeated for Senate in 1854
• Lost nomination for Vice Presidency in 1856
• Was again defeated for Senate in 1858
• Was elected President in 1860.
Only Lincoln’s deep conviction that God had given him a mission to
fulfill kept him going when most people would have quit. Such moti-
vation might well be ridiculed in this day of glorification of the self—
as it was in his day—but it contains the kind of stuff that causes peo-
ple to become winners.
Of course, people with the winner’s attitude know that fame and
fortune are not the only measures of success. Public recognition and
money are only superficial ways of keeping score. What drives the
winners to put forth Herculean effort, to bounce back from failures
26
Three Steps to Building a Winner’s Attitude
and defeats, to overcome handicaps, and to battle discouragement and

fear, is the knowledge that they are involved in a purpose that is big-
ger than themselves. Because losers lack the quiet inner strength and
motivation that come from a sense of purpose, they
Often Suffer From:

TGIF (thank God it’s Friday) blues
The consequences of constantly being late or absent from work
Emotional fatigue from keeping up with the pace of life
The emptiness of underachieving
Boredom, anxiety, and depression.
Perhaps this inner strength is what Albert Schweitzer, who gave up a

lucrative medical practice to spend his life caring for the natives of
Africa, referred to when he said: “We must all mutually share in the
knowledge that our existence only attains its true value when we have
experienced in ourselves the truth of the declaration, ‘He who loses
his life shall find it.’ ”
If you want to develop a winner’s attitude, the first step is to make
a strong and permanent commitment to invest your life and talents
only in those pursuits that deserve your best efforts. We will see how
to go about choosing those pursuits in Chapter 8.
STEP 2
Make a Strong and Irrevocable Commitment to Give
All That You Have, and All That You Are,
to Achieve Your Goals!
When asked the secret of his success, Charles Dickens said, “What-
ever I have tried to do in life, I have tried with my heart to do well.”
That’s the difference between winners and losers. Losers do what
is required of them, or even less; but winners always do more than is
required—and they do it with enthusiasm. Losers are always looking
for an easy way out. But winners, having committed themselves to
work only toward their chosen goals, roll up their sleeves and take on
27
challenges as they come. The great philosopher Elbert Hubbard once

said, “Folks who never do more than they get paid to do, never get
paid for any more than they do.” Edward Markham put it another way:
For all your days, prepare;

And meet them ever alike;
When you are the anvil, bear;
When you are the hammer, strike.
Losers see themselves as doing a job. Winners see themselves as a part

of all humankind and their work as their contribution to a better world.
George Bernard Shaw, the great English playwright, put it this way:
I am convinced that my life belongs to the whole community and as

long as I live, it is my privilege to do for it whatever I can, for the
harder I work the more I live. I rejoice in life for its own sake. Life
is no brief candle for me. It is a sort of splendid torch which I got
hold of for a moment, and I want to make it burn as brightly as I
possibly can before turning it over to future generations.
What an attitude! Can you imagine life ever being boring, or work
dull, for a person with such a spirit?
The winner accepts the fact that problems are only opportunities
in disguise. To the winner, everything is opportunity. Edmund Burke
declared:
The battle of life is in most cases fought up hill, and to win it with-
out a struggle is almost like winning it without honor. If there were
no difficulties, there would be no success; if there were nothing to
struggle for, there would be nothing to be achieved. Difficulties may
intimidate the weak, but they act only as a wholesome stimulus to
men of resolution and valor. All experience of life, indeed, serves to
prove that the impediments thrown in the way of human advance-
ment may, for the most part, be overcome by steady good conduct,
honest zeal, activity, perseverance, and, above all, by a determined
28
resolution to surmount difficulties and to stand up manfully against

misfortune.
Nothing Works Like Work. Much has been said about STP, LSD, and
THC—the escape-from-reality drugs. However, a far more dangerous
escape vehicle is much more widespread than these drugs. It is SFN,
or SOMETHING FOR NOTHING. For many people, its temptation is almost
irresistible. It is frighteningly habit-forming. It destroys self-reliance
and self-respect, and, psychologically, it has the guilt-producing im-
pact of receiving stolen goods.
No wonder a leading psychiatrist has said that America is one big
identity crisis. To the normal person who wakes up in the morning
with nothing useful to do, and with nowhere to go where he or she is
needed, life becomes a nightmare out of which that person must make
some sense—or go crazy.
Consider these evaluations of work by some of the all-time win-
ners:
Don’t be misled into believing that somehow the world owes you a
living. The boy who believes that his parents, or the government, or
anyone else owes him his livelihood and that he can collect it with-
out labor will wake up one day and find himself working for another
boy who did not have that belief and, therefore, earned the right to
have others work for him.
—David Sarnoff
The common denominator for success is work. Without work, man

loses his vision, his confidence and his determination to achieve.
—John D. Rockefeller
“It’s 99% perspiration, and 1% inspiration,” when asked to explain

his genius.
—Thomas A. Edison
If people knew how hard I worked to get my mastery, it wouldn’t

seem so wonderful after all.
—Michelangelo
29
A genius? Perhaps, but before I was a genius I was a drudge.

—Paderewski
All the genius I have is the fruit of labor.

—Alexander Hamilton
You may have the loftiest goals, the highest ideals, the noblest
dreams, but remember this, nothing works unless you do!
Hang in There—No Matter What! Losers are sometimes known

for the projects they start; but winners are remembered by the projects
they complete. B. C. Forbes, founder of Forbes Magazine, once said,
“One worthwhile task carried to a successful conclusion is better than
half-a-hundred half-finished tasks.”
Take a Look at These Track Records:
• Henry Ford failed and went broke five times before he finally
succeeded.
• Babe Ruth, considered by sports historians to be the greatest
athlete of all time and famous for setting the home run record,
also holds the record for strikeouts.
• Winston Churchill did not become Prime Minister of England
until he was 62, and then only after a lifetime of defeats and set-
backs. His greatest contributions came when he was a “senior
citizen.”
• Eighteen publishers turned down Richard Bach’s 10,000-word
story about a “soaring” seagull, Jonathan Livingston Seagull,
before Macmillan finally published it in 1970. By 1975 it had
sold more than 7 million copies in the U.S. alone.
• Richard Hooker worked for seven years on his humorous war
novel, M*A*S*H, only to have it rejected by 21 publishers be-
fore Morrow decided to publish it. It became a runaway best-
seller, spawning a block-busting movie and a highly successful
television series.
In life’s success formula, nothing can take the place of persistence.

Talent will not; it is common to find unsuccessful men with outstand-
30
ing ability. Opportunity will not; many bungle their best chances by
dropping the ball too soon. Enthusiasm will not; with the lazy and im-
patient, it can vanish overnight. Perseverance and determination alone
are indispensible when it comes to getting the job done.
If what you are doing is worth doing, hang in there until it is done!
Some Won’t Understand, but That’s Okay! There will always be

critics and skeptics who, unwilling to try themselves, will ridicule and
criticize the person who plods on despite the circumstances. Abraham
Lincoln was called “a gorilla” and “a buffoon.” He was labeled by one
of his peers “an embarassment to the republic.” I’d tell you who those
critics were, but nobody seems to remember their names.
How About These Remarks:

• You’re putting an alligator there instead of a shirt pocket? I
can’t believe it! Those are never going to sell!
• No worries, boss. Nobody’s going to buy those little Japanese
cars.
• Who on earth would want six bottles of the same thing in a
package with a handle on it?
• Those tires sure look flat to me. What did you say they’re
called? Radials?
• Watches with no hands? You’re crazy!
• Oh come on. Don’t tell me they can put music on Scotch tape.
About the negative people who always look for something to criticize,
the late President Theodore Roosevelt said:
It’s not the critic who counts; not the man who points out how the
strongman stumbled or where the doer of deeds could have done
them better. The credit belongs to the man who is actually in the
arena; who strives valiantly; who errs and comes short again and
again, because there is no effort without error and shortcoming;
who does actually try to do the deed; who knows the great enthusi-
asm, the great devotion, knows in the end the triumph of high
achievement, and who, at the worst, if he fails, at least fails while
31
daring greatly. Far better is it to dare mighty things, to win glorious

triumphs even though checkered by failure, than to rank with those
poor spirits who neither enjoy nor suffer much because they live in
the grey twilight that knows neither victory nor defeat.
If you would develop a winner’s attitude, make a strong and irrevoca-

ble commitment to give all that you have, and all that you are, to
achieve the goals you have selected.
STEP 3
Make a Strong Commitment to Reach Your Full Potential
as a Human Being!
Decide, once and for all time, that you will be the best you can be at
whatever you set out to do. Vince Lombardi, the lengendary coach of
the Green Bay Packers, once gave the following brief but inspiring
talk to his team:
After the cheers have died and the stadium is empty, after the head-
lines have been written and after you are back in the quiet of your
own room and the Super Bowl ring has been placed on the dresser
and all the pomp and fanfare has faded, the enduring things that are
left are: the dedication to excellence, the dedication to victory, and
the dedication to doing with our lives the very best we can to make
the world a better place in which to live.
I choose to see myself, and all other humans, as the creative expres-
sion of a loving God. In my view, atheistic humanism is at best inad-
equate and at worst arrogant. The Book of Genesis says that God, the
sovereign of the universe, breathed into our nostrils, and gave us life.
In other words, each of us contains a part of the Divine. Only when
we are committed to excellence can we begin to measure up to all that
we were created to be. Only as we see humankind as the product of a
Supreme Being can we explain those thousands of daily strivings that
call us to become something we have not yet been—those urges to
live up to the best within us.
32
As Emerson would say, only our Maker can lead and teach us
what we can do better than anyone else. Only our creator knows the
full potential He placed within us.
“Anyone can count the seeds in an apple, but only God can count
the apples in a seed,” said Dr. Robert Schuller.
If you want the kind of happiness and deep personal satisfaction
out of life that circumstances cannot destroy, search until you find
what you can do best, what no one could pay you enough money not
to do, what you would gladly pay for the privilege of doing. Then do
it with all that is within you.
Consider who you are! You were born for greatness, because you
were born from greatness. Consider, for a moment, some of the
unique capabilities you possess as a human being.
The Ability to Think. Of all the creatures on the earth, only hu-
mans have such an enormous capacity to think, to reason, to store
massive amounts of knowledge, to develop wisdom, to evaluate, and
to view information in a variety of combinations. Yet scientists tell us
that even the geniuses, like Einstein, Socrates, and Edison, used less
than 10% of their mental capacities. As you reach out to develop your
full potential, here are some tips that can help you unlock your
tremendous mental powers:
1. Keep your mind uncluttered. Practice ridding your mind of all

negative, self-defeating thoughts.
2. Practice mental alertness. Your mind grows with exercise.
Keep your mental radar working full time.
3. Cultivate your reasoning powers. Make a game of putting
what you know into new combinations.
4. Feed your mind. Read, listen, and observe everything you
can. Always make sure that you understand your mental in-
put.
5. Cultivate curiosity. Ask questions about things you don’t un-
derstand. Never be satisfied with what you know. Develop
your imagination.
33
6. Organize your thoughts. Practice going from what you know,

to discover what you don’t know.
7. Be open. Never dismiss an idea as useless. Listen to view-
points that are different from yours. You can learn something
from every person you meet.
8. Practice Objectivity. Always be willing to examine an idea or
bit of information from a variety of viewpoints.
9. Discipline your mind to work for you. Make it do what you
want it to do, when you want it to do it.
10. Cultivate common sense. True wisdom is in knowing what to
do with what you know. Learn to balance everything you
know against the values that have meaning to you.
“I know of no more encouraging fact,” said Thoreau, “than the fact

that thought is a sculptor who can create the person you want to be.”
The Ability to Create. The human mind, coupled with an in-

domitable spirit and a marvelous physical body, is capable of creating
in a way that is unknown anywhere in the universe. Even when the
physical body is limited in certain key areas, the human mind and
spirit can break free to create in the most amazing ways.
Consider Helen Keller. Born blind, deaf, and mute, she was cut
off from the most vital links of communication with all other humans.
Yet her keen mind and unconquerable spirit enabled her to write 27
books, as well as to inspire people all over the world to become more
than they were.
If you would reach your full potential, cultivate all of the creative
urges within you, and respond to the sensitivity that cries out for ex-
pression. Develop your best and most useful skills to their maximum
level.
The greatest enemy of your creative powers is smug compla-
cency—being satisfied with less than what you are capable of doing.
In St. Peter’s Cathedral, in Rome, there is an incredibly life-like statue
of Moses. On one knee of that statue is a chip in the stone. Asked how
it got there, a guide explained that it was placed there in frustration by
34
the sculptor, Michelangelo. When the sculptor had finished his work,
he looked tearfully at the statue, threw his hammer, and screamed,
“Why dost thou not speak?”
Of course, no one ever becomes perfect, but anyone can improve.
This urge to create, and to improve our creative abilities, gives us our
best reason to grow—and to keep on growing.
The Ability to Love. Human beings have both an overwhelming

capacity to love and an overriding need to love and be loved. We need
to reach out and to get into touch with other human beings. This urge
expresses itself as soon as we draw our first breath, and it remains a
part of our makeup until we draw our last breath.
Of all the human abilities, love is the most noble and the most
enobling. It is by far the most powerful force in the universe. Love
moves the spirit to create, the mind to think, and the body to perform.
Hate may be a strong force, as are self-centered egotism and fear.
However, nothing can lift you to the heights enjoyed by those who re-
spond to the love within and the love from others. Only love can make
all your success worthwhile. Whatever else you cultivate, cultivate
love. Only when you love and are loved can you reach your full po-
tential as a human being.
The Ability to Laugh and Cry. As far as we know, humans are the
only animals in the universe with the delicate emotional structure that
enables them to laugh and to cry. To reach our full potential we need
to do both. “A merry heart doeth good like a medicine: but a broken
spirit drieth the bones,” says the writer of Proverbs.
Experts on stress point out that a good sense of humor is a strong
defense against being overcome by tension. The person who can laugh
often, and who finds humor in even the most stressful events, can keep
going when others are falling beside the way. People enjoy being
around those who have a good sense of humor.
Weeping is also a part of the human experience. The loss of a
loved one, the agony of defeat, severe disappointments, and many
other circumstances bring sorrow to all of us. The key to emotional
35
health is to learn how to handle grief. The person who reacts to sor-
row only with anger becomes embittered, hardened, and cynical.
Someone has said that tears wash the soul. I like the way Harry Emer-
son Fosdick put it: “Life asks not merely what can you do; it asks how
much can you endure and not be spoiled.” It was a wise old sage who
said, “Life is a grindstone: whether it grinds you down or polishes you
up depends on what you are made of.”
We often quote the first part of Ella Wilcox’s poem, “Laugh and
the world laughs with you.” But the remaining lines offer an impor-
tant reminder about how to deal with sorrow and pain:
Weep, and you weep alone;
For the sad old earth must borrow its mirth;
But has trouble enough of its own.
Laughter is a gift to be shared with all, but tears can best be endured
alone—or with a friend who willingly shares our grief.
The Ability to Make Ethical and Moral Judgments. Other animals

respond to innate drives, but humans have the capacity to make ethi-
cal and moral judgments. Call it conscience, values, or whatever you
will, something in all of us rises up at times and says, “This is good!”
or “This is bad!” And we ignore it at our own peril.
William Faulkner once gave some very good advice to a student:
“I have found that the greatest help in meeting any problem with de-
cency and self-respect and whatever courage is demanded is to know
where you yourself stand. That is, to have in words what you believe
and are acting from.”
Ideas about morality are constantly changing, and the ways of
coming to those moral judgments have been discussed in countless
books. It is such a complex subject that many people simply choose
not to face up to what it means to them. However, even that option is
a moral judgment.
The Ability to Receive and Leave Behind a Heritage. Animals

have to start from scratch with nothing but what they have inherited
through their genes. A glorious part of the creative genius of humans,
36
however, is that we have the ability to transmit knowledge and wis-

dom from one generation to the next. Humans have that unique abil-
ity to make their lives better by building on the vast storehouse of wis-
dom and knowledge that has come down to us through the ages. A few
minutes at a public library can open to you the wisdom of the philoso-
phers, to the romance of the poets, or to the knowledge of the scien-
tists—even from centuries ago. Isn’t it nice to know that you don’t
have to reinvent the wheel, rediscover fire, or develop a language? It
is humbling to realize that most of the products of our lifetime are
possible only because of the strivings and creative genius of those
who have gone before us.
It is equally humbling to realize that what we do today will affect
the lives of people for centuries to come. We, in turn, can pass along
to our children, and to others, that which we have learned.
If you would reach your full potential as a human being, grate-
fully accept the heritage of the past, build on the wisdom of the ages
for the present, and resolve to leave the world a better place than you
found it.
How do you develop a winner’s attitude? Make these three vital

commitments and, having made them, renew them with every new
day!
1. Make a strong and permanent commitment to invest your life and

talents only in those pursuits that deserve your best efforts!
2. Make a strong and irrevocable commitment to give all that you have,
and all that you are, to achieve your goals!
3. Make a strong commitment to reach your full potential as a human
being!
Remember the words of Adlai E. Stevenson: “So live—decently,

fearlessly, joyously—and don’t forget that in the long run it is not
the years in your life but the life in your years that counts.”
Exercise 3-1. Three Steps to a Winner’s Attitude
37
Chapter
4
Mirror, Mirror, on
the Wall . . .
Dr. Joyce Brothers, syndicated author and television personality, of-

ten says that, “It is no exaggeration to say that a strong positive self-
image is the best possible preparation for success in life.” Many of
America’s leading psychologists agree with her on that point, observ-
ing that low self-esteem is the root cause of most of the nation’s so-
cial problems. Your mental image of yourself forms the very core of
your personality. It determines more about you than any other single
factor affecting your life.
WHY IS SELF-ESTEEM SO CRUCIAL?
Why is the mental picture you hold of yourself so crucial a factor in

determining how far you will go in life and how happy you will be
along the way?
Your Self-Esteem Shapes:

Your choice of mate
Your choice of career
Your choice of friends
Your choice of leisure activities.
39
Your Mental Image Determines:

Your attitudes toward yourself and the people around you
Your capacities to grow and learn
Your actions and reactions
Your happiness or lack of happiness.
The Way You See Yourself Has a Profound Impact On:

Your family relationships
Your career relationships
All your relationships in worship, play, and community.
Your Two Most Vital Questions

At every major milestone in your life, you can profitably ask yourself
two vital questions.
1. Do I really, really like myself?

2. Do I see myself as a capable person and what I am doing as
worthwhile?
Since the later chapters focus on the second question, let’s zero in on
the first question: “Do I really, really like myself?”
Before you jump to a quick answer—that, of course, you like
yourself—you should consider some facts.
Professional Counselors Tell Us That:

• Most people respond quickly that they like themselves, only to
discover on further probing that they do not like themselves.
• Many people who start out liking themselves gradually lose
their high self-esteem.
• Most people have at least one area of their lives in which they
dislike themselves, and that dislike affects their whole lives.
• Many forces in our society conspire against our self-image.
• Countless studies have shown that, if you have high self-
esteem, you have it made.
40
Mirror, Mirror, on the Wall . . .
There is mounting evidence that the fully functioning person can be

distinguished from the person who just flounders through life by one
crucial difference—high self-esteem. In fact, the inner force of self-
esteem either propels a person to success and happiness, or it drags
that person down to failure as a human being.
Consider These Two Critical Points:

1. If you have high self-esteem, you have nothing to lose, and
much to gain, by boosting your self-image even higher.
2. If you have low self-esteem, you can boost your chances for
success and personal happiness by raising your value in your
own eyes.
WHAT IS A GOOD POSITIVE SELF-IMAGE?
It is easy to point a finger at the bums in the skidrows of major cities,

at the chronically depressed people in mental hospitals, at the hope-
less drug addicts, and at the countless people in prisons. Those people
obviously have poor images of themselves. What is not so easy is de-
termining which of the people you encounter in the everyday world
are motivated by strong feelings of their own value. The hardest thing
to do is to look within yourself and see how you really feel about
yourself.
A Good Positive Self-Image Is Not:

1. Self-Centered Egotism! Someone has said that, “The smallest
package in the world is a person all wrapped up in himself.” In fact, if
you want a formula for becoming miserable, the first ingredient is to
think only of yourself. People who think only of themselves, and what
they want, find it hard to be happy with anything they get. For them,
gaining the cooperation of the others who are so vital to their success
is almost impossible. Most of their personal relationships are frustrat-
41
ing and disappointing. Mental depression is the constant lot of those

who feel they are the most important people in the world. The ultimate
expression of self-centeredness is the loneliness and despair that
drives a person to suicide. Show me a self-centered person, and I will
show you a person who is driven by a poor, negative self-image!
2. Personal Complacency and Smug Self-Satisfaction! You can

bet your bottom dollar that the person who flits around from job to job
and from relationship to relationship is unwilling to put his or her self-
image on the line. Every human relationship involves risk, and those
who have a strong positive self-image are willing to risk being hurt or
failing in their efforts to become all that they can be.
3. Disdain for Other Persons! People who have a strong and pos-
itive self-image don’t look down their noses at people who don’t have
the advantages they have, or who don’t achieve the status and recog-
nition they do. One of the oldest mistakes of the people with low self-
esteem is the belief that they can elevate themselves by tearing others
down.
A Good Positive Self-Image Is:

1. Accepting Yourself as the Person You Are! Comedian Flip Wil-
son rose to fame largely through his character, Geraldine, who was al-
ways saying, “What you see is what you get!” When Geraldine deliv-
ered that line, it was funny—but it’s not a bad attitude for a person to
develop.
Total, unconditional acceptance of yourself is the first step in
building a good positive self-image. All of us have characteristics we
don’t particularly like about ourselves—things we can do nothing
about. Maybe, we think, our nose is too long, our eyes are too close
together, or we are too short or too tall.
Why feel like you are second-rate because you are not perfect?
Nobody is absolutely ideal, so why should you try to be? “Nobody’s
perfect. . . . But parts of me are excellent,” said the sign on a T-shirt
42
worn by a shapely young lady. The idea reflected by that sign offers a
good basis for accepting yourself as you are. I would bet that parts of
you are excellent! As you focus on the strong elements of your per-
sonality, of your body, and of your aptitudes, you have a basis for
building a good positive self-image. Accept yourself as the unique,
wonderful person that you are—then move on from there.
2. Holding Warm and Non-judgmental Regards for Other People!

People who feel good about themselves realize that comparing our-
selves with other people is a losing proposition. It is a mark of matu-
rity to allow God to be as original with other people as He is with us.
When you accept yourself totally, you are free to accept other people.
In fact, one of the surest tip-offs to the insecure personality is a mis-
trust, or general disliking, of other persons.
3. A Willingness to Risk! Someone noted that the lobster has to

shed its shell and grow a new one, if it is to grow. The process of
growing and learning always involves risk. The person who reaches
out to form new relationships, or to deepen existing relationships, runs
the risk of getting hurt. A new job, a new location, a new situation
might hold many dangers to the happiness and fulfillment of a person,
but the positive person is willing to weigh more heavily the possible
gains. Those with a strong self-image realize that the only way to keep
from making mistakes is to do nothing—and that’s the biggest mis-
take of all!
4. Finding Positive Ways to Express Your Individuality! I once

read a sign that said: “Be who you is, ’cause when you ain’t who you
is, you is who you ain’t!” While visiting in Greece recently, a profes-
sor told me about an ancient god, Prometheus, who was such a trick-
ster that he could change into any person he chose to be. He changed
into so many different people, that he eventually forgot who he was.
People who accept themselves are not preoccupied with what others
think about them. They are willing to express those traits and inner
feelings that give them their uniqueness, without an undue regard for
43
what anyone else thinks. People with a strong and positive self-image
are satisfied to be themselves, regardless of what anyone else thinks
about them.
5. Being Self-Reliant and Self-Determinating! People who feel

good about themselves realize that they cannot blame their troubles or
shortcomings on any person, circumstance, or system. They look
within themselves for answers as to how things got a certain way and
how things can be changed for the better. You won’t find them fixing
the blame. You’ll find them drawing on their internal resources to find
solutions. They will graciously accept help, but they are far more con-
cerned about giving it. They are not as likely to be found talking about
freedom, as they are just being free.
SELF-ESTEEM MAKES LIFE WORTH LIVING, NOW
“Most people are about as happy as they make up their minds to be,”
said Abraham Lincoln. My observation of people leads me to regard
that statement as true. But I would take it a step further, adding that
most people are also about as successful as they make up their minds
to be.
Beat the Classic Conflict

The struggle between success and happiness is such a popular notion
that it has become a classic plot for stories, plays, and movies. You’ve
seen them, I’m sure!
They Feature Such Themes As:

The hard-nosed executive who loses his family in his quest for success
The actor or dancer who chooses career over love
The mother who is torn between a career and her children
The retired person who loses his/her reason to live.
44
In the classic struggle, you can have only one thing or the other—suc-
cess or personal happiness.
But there is a way you can beat the classic struggle! It is simply
this: Write personal happiness into all your plans for success! You can
see what I mean in this definition of success:
Success is finding and doing to the best of your ability, in each mo-
ment of your life, what you enjoy most doing, what you can do best,
and what has the greatest possibility of providing the means to live
as you would like to live in the relation to yourself and all persons
you value.
Life is too short for you to settle for second-best in your career, in your
personal life, or in any of your significant relationships. Any goal that
does not take into account all three areas is not worthy of your pursuit.
Someone said that the good life has three ingredients: learning,
earning, and yearning. I am increasingly convinced that maturity is
the successful balancing of these three elements.
Beat the Classic Myths

One classic myth is that a person will “find” happiness at a future
time—a “magic moment”—and usually in a distant place. Yet, as the
famous psychiatrist Victor Frankl said, “The search for happiness is
self-defeating.” Those who spend their lives searching for happiness
never find it, while those who search for meaning, purpose, and strong
personal relationships find that happiness usually comes to them as a
by-product of those three things.
Happiness is a state of mind and heart that grows from the inside
out, not vice versa. The only way that you can find circumstances and
relationships that will make you happy is to make up your mind to be
happy—whatever your circumstances or the problems in your rela-
tionships.
The victims of this myth are so unfulfilled by the experiences of
the past, and so anxious over the future, that nothing in the present
45
moment makes living it worthwhile. As one person expressed this

feeling, “No matter where I am, I always have the feeling that my rea-
son for being there is to get somewhere else.” The common word for
this feeling is boredom, and it is so widespread that the National In-
stitute of Mental Health has termed it “epidemic.”
While boredom with the present moment is widespread, it is not
new. Centuries ago, Goethe wrote about a man who traded his soul for
one moment of time that would be so pleasant that he would invite it
to “linger.” What a fool he turned out to be! He not only lost his soul,
as the story goes, but he made a bargain that is not necessary for any
of us to make.
You can beat the “future magic moment” myth through a very
simple technique. Learn to receive each moment, as it comes to you,
as a special and unique gift from God. Celebrate and enjoy that spe-
cial moment and use it to shape the future. Remember, the past is gone
forever, and the future can be influenced only by your actions in the
present. So learn how to treasure each moment as it comes, and leave
the past and future in the hands of a loving God.
Another classic myth is that obtaining a position, making a dis-
covery, doing a deed, or being given something will make a person a
success. Like Willy Loman in Arthur Miller’s play, “The Death of a
Salesman,” some believers carry this myth to ridiculous and tragic
lengths. Poor Willy was always going to make that “big sale,” bring
home the fortune, and gain the recognition he truly deserved. At last,
all he could hope for was that his family would see what a success he
was when countless people showed up for his funeral. Unfortunately,
the only people who showed up to send Willy off into the afterlife
were the people who had loved him and accepted him as he was.
The only way to beat the “grand-slam myth” is to make the most
of every moment available to you as it becomes available. The impor-
tant sale is the one you are attempting to make now! The big break
you are looking for is the opportunity that presents itself now! Your
best bet for a good job is to do the best you can with the one you have
right now! Jesus taught that those who do well with what they are
given will be given more. Success comes to most truly successful peo-
46
ple as a series of little successes, rather than as one big break. No-
body’s going to hand success or happiness to you on a silver platter.
Success seldom comes quickly, and it almost never comes easily.
Most of us miss our best opportunities in life because they come to us
disguised as hard work.
47
Chapter
5
How to Grow a Strong, Positive
Self-Image
Your parents, your environment, other people, and the events of

your life all strongly influence the way you see yourself. Ultimately,
however, no combination of events and circumstances can determine
the image you hold of yourself. What shapes our self-image is not so
much what happens to us, as what happens in us. In this chapter, we
will talk about how you can shape a strong, positive self-image.
A positive self-image can give you the character to face any obsta-
cle that stands in your way. With high self-esteem, you can meet the most
disappointing and discouraging situations with faith, hope and courage.
It’s this simple! If you like yourself, believe in yourself, and trust
God, you can be both successful and happy. You can walk right up to
life and become all that you were created to be.
So, how do you grow healthy, positive self-esteem? Here are some
pointers I have found useful. They are not original with me but have been
gleaned from some of the greatest minds the world has ever known.
POINTER 1
Start with an Absolute Assurance That God Loves You!
Those who base their lives on the belief that a loving God is acting
in their behalf tend to see problems as opportunities for growth.
49
One psychiatrist observed that Jesus had the “best-organized ego

system in the history of the world” because it was structured around
a deep personal relationship with His Father. As a result, the armed
guards, not their captive, fell to the ground that fateful night in
Gethsemane.
“There is a God-shaped vacuum in each of us,” said Blaise Pas-
cal. How we will fill that vacuum is our choice, but I have noticed two
important things about the way people relate to it: First, those who
seek to satisfy their deep inner longings with excitement, their own
achievements, and recognition seem to struggle with life as if it were
an enemy to be conquered. Second, those who put God at the center
of their lives seem to find the joy, hope, and peace of mind that en-
ables them to flow with life and see it as a friend to be welcomed. In
short, a strong awareness that you are loved by God provides the most
solid foundation for building high self-esteem.
POINTER 2
Accept Yourself Totally and
Unconditionally, Starting Now!
What matters is not so much how you got to be the way you are now,
but what you do with the person you have become. There is nothing
helpful in blaming your parents, the way society has treated you, your
physical or mental limitations, or anything else for things you don’t
like about yourself.
The Real Issues Are:

Who are you?
What are you going to do with yourself?
The starting point for building a strong self-esteem is right now! Ac-
cept yourself, and go on from there! Once you have completed Exer-
cise 5–1, you are ready to move on to the next step.
50
How to Grow a Strong, Positive Self-Image
If you are really serious about becoming both successful and happy,
pause to do the following exercise:
1. Make a list of at least ten positive attributes you possess. Be gener-

ous, but honest, in listing things you like about yourself. When your
list is complete, write a brief expression of gratitude to God, to peo-
ple who have helped you, and to yourself for the beauties you see in
yourself.
2. Make a list (any length) of things you don’t like about yourself.
Again, be honest. Put a check mark beside the things you feel you
can change. Write two brief paragraphs: One should be an accep-
tance speech acknowledging the things you don’t like but can’t
change; the other, a pledge to change all the things you can.
3. Write a short personality profile describing the person you have iden-
tified yourself to be. Give full attention to both your strengths and
limitations.
4. Write a short speech accepting the gift of yourself.
Exercise 5–1. Self-Acceptance
POINTER 3
Quit Saying All Those Mean
and Ugly Things About Yourself!
You don’t like it much when someone puts you down, do you? You es-
pecially don’t like negative comments when they are false, or only
half true, right? Yet one word of destructive self-criticism does about
ten times as much damage to your self-esteem as a word of criticism
from someone else! People who continuously say bad things about
themselves eventually come to believe what they say. Once they be-
lieve themselves, they act on their beliefs. They become the nowhere
people that they have told themselves they are.
But this phenomenon has another side! When people feed positive
thoughts and evaluations about themselves into their minds, they be-
51
gin to believe those things. They become the exciting people they
have told themselves they are. Positive evaluations—compliments to
yourself from yourself—are something your self-esteem can grow on.
You cannot ignore all criticisms that you or other people make. If
you haven’t taken a bath in a week, and you whiff your own B.O., ig-
noring your nose and the clothespins on your friends’ noses is stupid!
Learn to evaluate criticism as destructive or constructive. When you
or someone else has a negative comment, decide if you can, and/or
should, do something about it.
The point is don’t make a habit of devaluing yourself by undue
criticism. Make it a habit to say nice things about yourself, to your-
self. You’ll find that you like yourself better.
POINTER 4
Go to Work on the Things You Need to, and Can, Change!
Remember the check marks beside the things that you didn’t like
about yourself but that you could change? Get to work changing them.
In addition, here is a list of things you’d like yourself a whole lot
better without:
• Root out all pettiness and vengeance! These tendencies are like
weeds in a garden: You don’t need to study where they come
from or how they grow—just pluck them up by the roots and get
rid of them. Make it a regular practice to decide whether some-
thing is worth getting upset over. Disraeli was once asked how
he could appoint one of his most vocal critics to a high position.
He replied, “I never trouble myself to be avenged!” Like Abe
Lincoln’s philosophy was, “I will not allow any man to reduce
my soul to the level of hatred.” Grudges are like tumors; they
can live and grow only when they’re eating on you!
• Declare war on dishonesty! People who have low self-esteem re-
sort to lies to bolster their image. But lies have the opposite ef-
fect: They lower self-esteem, whether they are detected or not!
Lying and cheating are nasty habits that rob us of self-respect.
52
Interestingly, the opposite is true. Integrity breeds high self-esteem—

and it earns you a lot of friends as well.
• Make habits work for you, not against you! A habit is nothing
but an action that has become automatic. Do almost anything
often enough, and it becomes a habit. We can choose our habits
as we do our food—and with similar results. Just as our bodies
become what we eat, our minds and emotions become the prod-
ucts of the habits we develop.
POINTER 5
Learn to Accept Other People as They Are
and Hold Them in High Esteem.
Earl Nightengale was right on target when he said that 85 percent of the
people who are dismissed from their jobs are fired because they can’t
get along with other people. “Getting along” relies heavily on accepting
people as they are. The greatest single source of conflict is one person,
or one group, forcing values and expectations on another person or
group. Helen Keller wisely said, “Tolerance is the first principle of com-
munity; it is the spirit which conserves the best that all men think.” It is
a real mark of maturity to be forgiving of the faults of others as well as
equally enthusiastic about their successes and strong points.
The key to your success, in almost any field, is to be sensitive
enough to understand what other people want, and generous enough
to help them get it. If you help other people become successful in ful-
filling their dreams, you can fulfill your own dreams. And you’ll pick
up many friends along the way. On the other hand, if you want a for-
mula for failure and personal misery it is simply this: Try to please
everybody, and expect everybody to try to please you.
Fixing the blame is never important, and fixing the relationship is
never unimportant. Accept the fact that all of the people in every situ-
ation have strong and weak points, just as you do; then move on from
there. “Do unto others as you would have them do unto you,” is still
the best foundation for building good relationships.
53
POINTER 6
Adopt a Positive Mental Attitude
and Seek out Positive People!
There are two kinds of people in the world—positive people and neg-
ative people. Optimistic, positive persons jump out of bed in the
morning and say. “Good morning, Lord!” Pessimistic, negative per-
sons pull the covers up over their heads and moan, “Good Lord, it’s
morning!” Which kind of person are you?
Whether you are an optimist or a pessimist, the choice as to how
you will be in the future is yours, and yours alone. If you are like the
people who aren’t happy unless they are miserable, you can stay that
way. If you want to be joyful, enthusiastic, and excited about life, you
can be, regardless of your circumstances.
The first rule of developing a positive mental attitude is: Act
positively, and you will become positive! You can’t think your way
into acting positively, but you can act your way into thinking posi-
tively.
The second rule of developing and maintaining a positive mental
attitude is to seek out people who have positive mental attitudes, and
spend most of your time with them! People do affect our outlook. For
example, once a man was about to jump off a high bridge and commit
suicide. Another man came along, and the two sat down to talk. After
about an hour, both of them jumped off the bridge.
In fact, many people conspire to give us a negative outlook on life.
The nature of news reporting is such that we hear much more about
the bad than the good. We always hear about the plane that crashes,
not about the thousands of planes that land safely. Even weather re-
porters warn us of a 10% chance of rain, instead of a 90% chance of
a beautiful day!
When you spend time with successful people, with positive peo-
ple, they reinforce your positive attitudes about life. People who re-
spect themselves and their abilities help you feel good about yourself
and your abilities. So if “misery loves company,” let ’em have it!
Spend your time with people from whom you can draw strength and
to whom you can give strength.
54
POINTER 7
Clarify Your Values, and Keep Them in Focus!
People who are happy and successful learn to value people and to use
things. People who are looking for something to make them happy,
somehow never seem to find it. Yet those who find a way to be happy
while they are looking for something benefit in two ways. Not only
are they usually happy while they are looking, but also they typically
find what they are looking for. “He only is advancing in life whose
heart is getting softer, whose blood warmer, whose brain quicker,
whose spirit is entering into living peace,” said John Ruskin.
The Hebrews’ understanding of idols and idolatry might help you
to clarify your own perspective. The ancient Hebrews used the terms
“idol” and “idolatry” to symbolize misplaced values. To them, an idol
was an imposter—someone who was trying to pass himself off as the
“real thing.” Idolatry was falling for the fake. When we “idolize” an
unrealistic image of ourselves, we cannot possibly like and be happy
with the real persons we are. Likewise, when we carve out a niche for
ourselves in our imagined future, and decide that we won’t be happy
until we achieve it, we can only feel threatened and anxious over any-
thing that stands in our way.
As you seek to maintain a positive self-image, remember this rule:
You and the people you love are important. Your goals and actions are
only the ways you express your values, and the things you accumulate
along the way are life’s extras.
POINTER 8
Be Self-Reliant but Helpful to Others!
The people with the strongest self-esteem are those who have learned
to stand on their own two feet. They are willing to pass up the fun-for-
the-moment and select a course that pays off in the long run. All of us
yearn to be free, and our best chance of remaining free is through self-
reliance. Someone said, “He who pays the fiddler, calls the tunes.”
Only when we are self-reliant can we maintain our self-respect and
55
keep open our widest options. I could not express this idea as well as
Ralph Waldo Emerson in these lines:
There is a time in every man’s education when he arrives at the con-

viction that envy is ignorance; that imitation is suicide; that he must
take himself for better, for worse, as his portion; that though the
wide universe is full of good, no kernel of nourishing corn can come
to him but through his toil bestowed on that plot of ground which is
given him to till. The power which resides in him is new in nature,
and none but he knows what that is which he can do, nor does he
know until he has tried.
At the same time, people who have a positive self-image tend to be

genuinely helpful to other people. In fact, the two tendencies go to-
gether so well that it is hard to tell which produces the other. It is prob-
ably a little bit of both. Those who feel good about themselves long to
help others feel good about themselves, and the more they reach out
to help others, the better they feel about themselves. Only the inse-
cure, the frightened, the people with low self-esteem approach life
with an attitude that says, “It’s every man for himself!” Sadly, they
find only more insecurity and lower self-esteem.
There are two seas in the Holy Land. The Sea of Galilee takes in
fresh water from a brook, uses it to produce a wide variety of marine
vegetation life, and then gives it to the Jordan River. The Jordan, in
turn, spreads the life down throughout the desert and turns it into fer-
tile plain. While the Sea of Galilee bustles with life, the Dead Sea is
exactly that—a dead sea. Its water is so full of salt that it cannot sus-
tain life. Why? It takes in the water from the Jordan River and hangs
on to it. It has no outlet.
What a perfect picture of the differences in people. Those who
“get all they can and can all they get” tend to become self-centered
and afraid that someone will steal from them. But those who give
freely of themselves usually end up having more than they can give
away. Robert Louis Stevenson expressed it like this:
56
To be rich in admiration and free from envy; to rejoice greatly in the

good of others; to love with such generosity of heart that your love
is still a dear possession in absence or unkindness—these are the
gifts of fortune which money cannot buy and without which money
can buy nothing. He who has such a treasury of riches, being happy
and valiant himself, in his own nature, will enjoy the universe as if
it were his own estate; and help the man to whom he lends a hand
to enjoy it with him.
POINTER 9
Cultivate a Strong Sense of Gratitude!
Someone once said that the biggest joke in the world is a “self-made”
person. Such an individual does not exist. Likewise, the greatest
tragedy in the world is the person who arrogantly professes, “Nobody
ever gave me anything!” Whether that person is materially rich or
poor, he or she is suffering from poverty of soul.
Once, in the early days of my public speaking career, when I was
feeling particularly proud of my accomplishments, I experienced one
of the most humbling events of my life. I was in Albany, Georgia to ad-
dress a group of very successful people. It was “big stuff” to a young-
ster who only a few years earlier could speak absolutely no English!
On the morning of my scheduled address, I arose early, excitedly
went to the window to greet the day, and opened my mouth to say my
usual, “Good morning, Lord!” But not a sound came out! I tried again,
but still I could not speak! Now, a public speaker with laryngitis is
about as helpless as a centipede with sore feet! In my panic, I won-
dered what I would do!
As I sat on the edge of the bed and struggled to speak above a
whisper, something far deeper began to dawn on me. I had taken so
much for granted! Suddenly, I found myself on my knees, whispering
a prayer of thanks to God for all the many things he had given me! I
learned that, sometimes, you have to lose something before you real-
ize where it comes from. My voice soon returned, and with it came a
new awareness of just how much I have received from a loving God.
57
People who have a strong positive self-esteem are truly humbled

when they realize how much God has given them. They are awed by
the contributions others have made to their lives. Bishop Gerald
Kennedy said:
The greater a man is, the more humble he is as he remembers the

faith, the dream, the hope, that made his life possible. If any man is
tempted to pride because of his accomplishments, let him remem-
ber what he has received from all those people of the past. It was
their faith that set the direction of his life, and the best he can strive
for is to become the fulfillment of their faith.
Yet, gratitude does not come automatically; it has to be cultivated.

Many people never really feel or express it. For example, when the
Lady Elgin collided with a lumber barge and sank on a stormy night
in 1860, 393 people were left stranded in the waters of Lake Michi-
gan. In all, 279 of them drowned. Edward Spencer, a college student,
plunged into the water again and again to rescue people. After he had
pulled 17 people from the water, the strain overcame him and he col-
lapsed, never to stand again. For the remainder of his life, he was con-
fined to a wheelchair. Years later, someone asked him his most vivid
memory of that fateful night. “The fact that not one of the 17 ever re-
turned to thank me,” was his reply, according to a Chicago newspaper.
It is unthinkable that no one saw fit to say thanks, even for his or her
life.
Perhaps gratitude does not come easily for most people because
focusing our attention on what we want, or need, is easier than ac-
knowledging what we have received. If you would build and maintain
a strong positive self-image, develop an active sense of gratitude.
POINTER 10
Cultivate Strong Relationships!
Of course, everyone should be pleasant and easy to get along with in
all contacts with people. Being well thought of usually comes as a re-
sult of treating people with dignity, respect, and consideration. How-
58
ever, the issue runs much deeper. A successful person may have thou-
sands of acquaintances, but only a handful of friends.
True friends can do wonders for your self-esteem! “A friend is
someone who knows all about you, and loves you anyway,” someone
has wisely said. Friends are those people Dr. Paul Tournier calls, “sig-
nificant others.” They really rejoice with you when you are happy, and
they stick by you when the going is tough.
Life can crash in on us with brutal fury at times, and often at these
times the only thing that can keep us going is knowing that someone
really cares. Such friends may be members of your family or a few
well-chosen companions, but in hours of deep anguish, they strangely
resemble angels of mercy.
Like gratitude, friendships don’t come automatically. They come
as a result of giving ourselves to those we love. A wise old proverb
says, “To have a friend, you must be a friend.” No investment ever
pays bigger dividends, over more years, than the investments you
make in cultivating priceless companionships. Likewise, all your ef-
forts to gain fame and fortune are ultimately worthless unless you
have someone to share your victories with. Whatever else you do to
build self-esteem, cultivate friendships.
A QUICK REVIEW
• Winners are made, not born. The primary difference between
winners and losers is attitude. Winners make their goals, but
losers make excuses.
• One of the most important parts of a winner’s attitude is a
strong positive self-image—a firm belief that you have value as
a person, simply because you exist. As someone has said, “I am;
therefore I matter!”
• Our self-image is the way we experience ourselves. When we
experience ourselves positively, we have high self-esteem. To
be successful and to enjoy the success you achieve, you must
like yourself. You must believe at a very deep level that you are
loved and lovable. And you must be willing to run the risk of
loving others.
59
Chapter
6
I Think I Can, I Know
I Can . . . I Did!
A woman came into my office one day and said, “Nido, someone
told me you could help me. I’ve talked to many other people about my
problem, and nobody’s been able to help me,” she continued.
“Well,” I said warily, “What is this problem you think I can help
with?”
“Everybody hates me,” she said. “My husband hates me, my chil-
dren hate me, the people where I work hate me . . . even my minis-
ter hates me!”
After listening to that woman for one hour, 22 minutes, and 17
seconds—I hated her!
Of course, I really didn’t “hate” her, but I could understand why
people found it hard to like her. She didn’t give them much to like!
Her low self-esteem reflected itself in the way she constantly put her-
self down. She exhibited an almost complete lack of self-confidence.
If you are going to make life work for you, you must do two things:
• First, you must accept yourself as a valuable person created in

the image of God. You gotta’ like yourself!
• Second, you must sell yourself to other people! The place to
start is to believe in yourself and your abilities—to have self-
confidence!
61
SELF-CONFIDENCE
There are two sides to your personality: the way others affect you, and
the way you affect others. The way you allow other people to affect
you greatly influences your peace of mind, your personal happiness,
and your ability to do important things. We talked a great deal about
this point in the chapter on self-esteem. But did you realize that your
success in life depends, in large measure, on the way you affect other
people? “Nobody was ever very successful, unless a lot of other peo-
ple wanted him (or her) to be successful,” is an old and wise saying.
When we say someone is “effective,” what do we mean? Usually,
we mean that the person is able to get other people to do things. An
effective salesperson can get people to buy. An effective minister can
influence people to find meaning in life through a relationship with
God. An effective supervisor can get people to accomplish the goals
that management sets for them.
Yet personal effectiveness is more than being liked by others (al-
though it usually includes that). It is more than the ability to order
people around, and it is even more than the power to make people do
what they don’t want to do. I call effectiveness your “power to per-
suade” people to do things. It is your ability to sell yourself, your
ideas, and your goals so effectively that others will want to assist you
in achieving them. So how do you do that? The first step is to believe
in yourself and in your abilities!
America’s Greatest Athlete

When some forty top sports historians were asked to select the one per-
son who stood out as the greatest athlete in the history of American
sports, the almost unanimous choice was Babe Ruth. The historians
felt he had made the best use of his talents, and his impact on his sport
during his lifetime was very great. Asked what attribute made him so
great, the sports authorities almost all pinpointed his self-confidence.
Nowhere is that belief in himself better illustrated than in the of-
ten repeated story of his most famous home run. In the pivotal game
62
I Think I Can, I Know I Can . . . I Did!
of the World Series, the Yankees were trailing. Quietly, “The Babe”
stepped up to the plate in the last inning, with two outs and the bases
loaded. A home run would win the game. The wildly cheering crowd
reminded him that the world championship rested squarely on his
shoulders.
“Strike one!” called the umpire. The crowd gasped and grew
silent.
“Strike two!” came the next call. The Babe backed away from the
plate, tightened his belt, adjusted his hat, and looked at the bat in his
hand. Slowly, the old veteran stepped up to the plate. Casually, he
lifted his left arm and pointed to the left field wall. The pitcher
grinned. The crowd gasped with intensity!
There was a pitch, a swing, the solid crack of a bat, and slowly the
ball rose. Up and up it went, right where The Babe had pointed—over
the left field fence! The crowd went wild!
Later, in the locker room, a teammate asked the “Home Run
King” how he would have felt if he had missed that ball after having
pointed to the wall.
“Well, uh . . . it never crossed my mind,” replied the old hero.
That’s what self-confidence is all about—believing you can do
what you set out to accomplish! A strong positive self-image says, “I
have value as a person. I am somebody. I matter in this world!” Self-
confidence says, “I am capable. I can cope with my environment.
More than that—with the help of God—I can win at the game of life!”
Self-Confidence Is Not . . .
Perhaps some people back away from developing a strong sense of
self-confidence because they have seen so many fakes.
Self-Confidence Is Not:
Bragging about your abilities and accomplishments
Putting down the abilities or accomplishments of others
Exaggerating your abilities or deeds
Out-talking everybody else to get your way
63
A better word for those practices is arrogance. Other words that come
to mind are “conceit,” “self-centeredness,” “egotism.” You can bet
your bottom dollar that people who are always bragging, putting oth-
ers down, exaggerating, or out-talking those around them are only try-
ing to bolster their own sagging self-confidence.
“The Meek Shall Inherit . . .”

Real self-confidence tends to be quiet and soft-spoken. One of the sad
quirks of the English language is that meekness rhymes with weak-
ness. Thus all those poems that talk about the meekness of Jesus tend
to center on that scene where He was a baby in a manger. We some-
how have come to associate meekness with vulnerability, with being
a milk toast, with a weakness in character.
The real definition of meekness is controlled strength. As the
manhood of Jesus demonstrated, people who believe in themselves
are more concerned with accomplishing their goals than they are with
proving to everybody that they are great.
People Who Have Strong Self-Confidence Tend To:

Apply their personal power to useful goals
Let others talk about their abilities and deeds
Concentrate on goals, not activities
Freely express admiration and appreciation to others
It is enough for them to know the value of their goals and to believe
in their abilities to reach those goals. They are far more concerned that
their actions speak louder than their words.
Maybe You’re a Thoroughbred

“Created in the image of God” is pretty big billing! Measuring up to
all that potential calls for the best you can do with all you’ve got.
Maybe you’ve felt there was a touch of greatness in you. Maybe
you’ve dared to hope you’re a thoroughbred—that in your veins runs
the blood of a champion.
64
Someone has said that there are actually two people inside each
us: a big person who longs for greatness, and a little person who
stands in the way and shouts, “You can’t!”
For example, the famous tenor, Enrico Caruso, was waiting in the
wings on opening night at the opera, and the house was packed. The
great singer suddenly rasped in a loud whisper, “Get out of my way!
Get out! Get out!” The stage hands were all baffled, because no one
was even near him. They thought he was cracking up.
“I felt within the big me that wants to sing and knows it can, but
it was being stifled by the little me that gets afraid and says I can’t,”
the great singer later explained. “I was simply ordering that little me
out of my body.”
Self-doubt and fear of failure are the two great enemies of the real
person that seeks to stand up inside each of us. They whittle away—
if we let them—at the person we hope to become until we become
timid and afraid to try. They sap our resources so that we can make
use of only a small part of our mental capacities.
“The Music’s Gone”

Self-confidence meets with resistance in many forms, but it always
rises to the challenge. Ken Helser is an excellent musician who uses
his talents very effectively in communicating with prisoners through-
out the Southeast. “When I was a little boy,” he often shares with the
inmates, “I was given a little xylophone for Christmas. With it came a
set of instructions. I was well on the way to learning how to play it
when I lost the instruction booklet.” After he and his parents had
searched the house, the yard, and the family car, all to no avail, he sat
down and began to cry.
“Mother,” he had whined, “The music’s gone!”
“No, son,” his mother replied, “The instructions are gone . . .
The music is inside you . . . listen to it, and you can play it.”
“Here in prison,” he tells the inmates, “you may feel cut off from
everything, like life is closing in on you . . . like the music is gone from
your life. But the music’s inside you; if you listen to it, you can play it!”
65
Wherever you are, whatever your circumstances may be, what-

ever misfortune you may have suffered, the music of your life has not
gone. It’s inside you—if you listen to it, you can play it. “Little minds
are tamed and subdued by misfortunes, but great minds rise above
them,” said Washington Irving. Emerson said it this way; “He is great
who is great from nature, and who reminds us of no one else.”
The people with self-confidence are cheerful when it’s difficult to
be cheerful, patient when it’s difficult to be patient. They push ahead
when they want to stand still. They keep trying long after the circum-
stances, and perhaps other people, say they are beaten.
Self-Confidence Plus Struggle Equals Character

Once a little girl watched a moth trying to struggle free from its cocoon.
Seeking to help the beautiful creature, she reached into her pocket and
pulled out her knife. Ever-so-carefully, she cut away the cocoon and
freed the moth. For a long time, she watched the moth as it flapped its
wings and tried unsuccessfully to fly. Finally, the wings sagged for the
last time, and the moth died. “Sis,” her older sister later explained, “the
struggle gives strength to the moth’s wings. When you cut away the co-
coon, you took away the very exercise that would have enabled it to fly.”
Of course, none of us likes to struggle with difficulties and misfor-
tunes, but wise persons accept them as opportunities to grow. Wise and
self-confident persons welcome the struggle—the resistance—because
they know it is the best way to develop character. In fact, such persons
understand that troubles build personal courage and magnanimity. If
learning were easy, our mental powers would never be developed. If
work were not necessary and we never exercised physically, our bodies
would never grow in strength. If everything in life were a “bed of roses,”
we would never develop character beyond that of a child.
SELF-DISCIPLINE, THE MASTER KEY
The master key to self-confidence is self-discipline. Self-confidence is

the ability to bring to bear the full resources of our minds, our bodies,
66
and our spirits to cope with whatever challenge lies before us. That
can happen only when we are under complete self-control. Thomas
Huxley wrote:
That man, I think, has a liberal education whose body has been so
trained in youth that it is the ready servant of his will, and does with
ease and pleasure all that, as a mechanism, it is capable of; whose
intellect is a clear, cold, logic engine, with all its parts of equal
strength and in smooth running order, ready, like a steam engine, to
be turned to any kind of work and to spin the gossamers as well as
forge the anchors of the mind; whose mind is stored with the knowl-
edge of the great fundamental truths of nature and the laws of her
operations; one who is full of life and fire; but whose passions have
been trained to come to heel by a vigorous will, the servant of a ten-
der conscience, one who has learned to love all beauty, whether of
nature or of art, to hate all vileness, and to esteem others as himself.
As the great Caruso was able to order the little person within him to
“get out of the way,” each of us can take charge of the self-doubts that
seek to keep us from realizing our full potential. We don’t have to wait
for permission from the negative self that struggles for our attention.
We can go ahead and act in self-confidence. “If it feels good, do it!”
is the credo of many of today’s youth. But the person who wants to
build self-confidence operates on the belief that, “If you keep doing
what is right, it will begin to feel good.”
You Can, If You Believe You Can

Researchers at a leading university selected a large group of athletes
for an experiment. The athletes were told that they were going to be
asked to do some exercises that no one had ever been able to do. The
researchers told them that, since they were among the best athletes in
the country, they would be able to do the exercises.
The athletes were divided into two groups, and the first group was
taken to the gymnasium. Try as they might, they couldn’t quite do the
exercises.
67
The second group was then led to the gym and told of the failure
of the first group.
“But, you will be different,” the researchers said. “Take this little
pill. This new drug enables you to function at a superhuman level.”
Surely enough, the second group of athletes went out and did the
exercises quite easily.
“What kind of pill was that?” one of the participants asked.
“It contained nothing more than chalk,” was the reply.
The second group was able to accomplish the impossible—be-
cause they believed they could! If you believe you can—and believe
it strongly enough—you will be amazed at what you can do.
SELF-CONFIDENCE CAN MAKE THE DIFFERENCE
I can promise you that, if you set out to do anything worthwhile,

plenty of small-minded people will tell you it can’t be done. At times,
you may feel as though you are the only person alive who believes in
your ability to do something. But don’t let your doubts and the doubts
of others stop you! Your self-confidence can make the difference in
success and failure.
The next chapter offers ten tested and proven steps toward build-
ing a strong sense of self-confidence. They have worked well for me,
and I believe they will work for you.
68
Chapter
7
Ten Steps to Building
Self-Confidence
“W hat lies behind us and what lies before us are tiny matters
compared to what lies within us,” said Emerson.
Occasionally, the news media carry stories of people who have
demonstrated superhuman capacity in some emergency. Recently they
told of such an amazing feat by a 12-year-old boy. The boy’s father
was working under a truck, which weighed about 3,000 pounds, when
the jack gave way and the truck fell. Seeing his father being squeezed
to death, the boy seized the truck’s bumper and lifted the vehicle high
enough to allow his father to slide from beneath it. The next day, the
youngster could not budge the heavy truck.
Few of us have had that kind of dramatic experience. Yet most of
us have had moments when we were amazed at what we have been
able to do under certain circumstances.
Wouldn’t it be great if we could operate at peak capacity at all
times? Perhaps that’s too much to ask—especially since scientists tell
us that the greatest geniuses have succeeded only in using about 10%
of their brains’ capacity. But one thing seems clear: All of us could
consistently perform at a higher level than we normally do, if we had
greater self-confidence.
Here are ten steps by which you can build self-confidence. They
will work effectively no matter what your present level of self-
69
confidence. As these steps become cultivated habits of your daily life,

they can enable you to face every challenge with a deeper confidence
in yourself and in your abilities.
STEP 1
Decide What Limitations You Will Accept
Two common errors can devastate your sense of self-confidence.
• First, it is a mistake to assume that all limits are self-imposed.

• Second, it is equally foolish and self-defeating to knuckle under
to self-imposed limits.
Building self-confidence involves choosing which limitations you will

accept, and which you will resist.
God grant me the serenity to accept the things I cannot change;
The courage to change the things I can change;
And the wisdom to know the difference.
That old prayer has helped more people sort out where they should
place the thrust of their efforts and concerns than any of us can imag-
ine.
Some Limitations Are Real. Neal Austin has had a long and dis-
tinguished career as a librarian and a leader in the library field. Also a
widely acclaimed author, he has written several biographies of liter-
ary figures. Yet, Neal was born with seriously deformed hands.
“Son,” his father told him at an early age, “you will never be able
to make a living with your hands, so you’d better develop your brain.”
Neal took his father’s advice, and the world is a better place because
he didn’t sit around complaining about how unfortunate he was. He
accepted his limitations and channeled his energies into developing
his strengths.
People who beat themselves furiously against their natural limita-
tions tend to become frustrated and embittered. They hold unrealistic
70
Ten Steps to Building Self-Confidence
ideals to which they try to measure up, often becoming “square pegs
in round holes.” They robbed the world of what they could do best be-
cause they spend their lives trying to do what they can do only poorly
or not at all. Constant failure beats them down, and they lose all sem-
blance of self-confidence. Such people expend all their energies chas-
ing what is really an “impossible dream.”
Of course, “The Impossible Dream” is a great and inspiring title
for a song, but it is a lousy way to spend your life. I prefer the concept
of “practical dreaming,” that is, dreaming possible dreams about what
you do best. Usually the first step in determining what you can do best
is ruling out what you can do only poorly or not at all. Then you are
free to concentrate all of your creative energies on your abilities and
strengths.
Most Limitations Are Self-Imposed. An Eastern bishop was ac-

customed to paying an annual visit to a small religious college. On
one such visit, the bishop engaged in an after-dinner conversation
with the college president. The religious leader offered the opinion
that the millenium could not be long in coming since everything about
nature had been discovered, and all possible inventions had been
made. The college president disagreed, stating that he felt the next
fifty years would bring amazing discoveries and inventions. In his
opinion, human beings would be flying through the skies like the birds
within a relatively short time.
“Nonsense!” shouted the bishop. “Flight is reserved for the an-
gels!”
The bishop’s name was Wright. He had two sons—Orville and
Wilbur.
The stories of most of the truly great achievements of history can
almost always start with the words, “They said it couldn’t be done!”
For example, the consensus of athletes, coaches, doctors, and other
sports experts for many years was that nobody would ever be able to
run the mile in less than four minutes. That was before a young man
named Roger Bannister did it in 1954. Since then, many runners have
done the mile in less than four minutes.
71
The opinions of others or your own self-doubts can often stifle

your belief in your abilities and in the possibility of a project. Self-
confidence is often little more than a feeling, way down in the pit of
your stomach, that you can do something that reason says is impossi-
ble. But, as you respond positively to that little feeling, it grows and
grows until it reaches full bloom in concrete action.
The Secret Is in the Choice. The secret to taking this step is in

making the right choice as to what limits you will accept and as to
what limits you refuse to be bound by. At first, those choices might be
a little hard to make. You might even have to fail sometimes to find
out how to choose more effectively. But that’s okay! It’s better to try
to do something and fail than to try nothing and succeed! As you try
more and more, you can learn more about your strengths and limita-
tions. And the choices become easier and more natural.
Keep this in mind: The “big self” inside you is always in a better
position to know what you can or cannot do. As you respond posi-
tively to that inner person who longs to control your life, you will find
that self-confidence grows up automatically.
STEP 2
Focus Attention on Your Greatest Strengths
Great achievers have learned the secret of concentrated energy.
They have gotten in touch with their inner resources and discovered
what they can do best—what they think is worth giving their best to
accomplish. And they have learned to channel all their energies into
a single purpose. “Always lead with your strong suit” is good ad-
vice.
Winners are like rivers. They find—or make—a deep channel and
follow its course from where they are to where they want to go. Stand
beside a great river sometime and think about how powerful it is. It
can generate electricity, move terrain, and provide a setting for great
wealth. Why? It concentrates all its movement in one direction!
72
Losers are more like swamps. They just spread out all over the
place. They tend to try a little bit of everything, and really succeed at
nothing. If you find yourself standing beside a swamp someday, watch
what comes from it. Throughout the swamp you’ll find bogs that mire
people down, mosquitoes that are good for nothing but sucking blood
and carrying diseases, alligators and all kinds of venomous snakes
that can harm humans.
As you learn to concentrate on your strengths, and on what you
can do well, you will feel your self-confidence rising up within you.
For example, sportscasters generally agree that the thing that made
Muhammed Ali practically unbeatable during his prime was that he
always made his opponent “fight his fight.” He would “float like a but-
terfly and sting like a bee.” Beneath the poetry and self-adoration lay
a great fighter who knew what he could do best and stuck to it. No
wonder he made many far more powerful fighters believe he was “The
Greatest.”
One problem most of us face is that we can do so many things rea-
sonably well. Abraham Lincoln would have made an excellent trial
lawyer, but he chose to be a statesman. He had a deep sense of being
placed on this earth to make a specific contribution at a critical point
in our history. Hence, he determined with everything within himself
to keep his rendezvous with destiny.
J. B. Phillips, the great Greek scholar and Bible translator, gives
an interesting rendition of the idea expressed in the book of Romans.
He says, “Don’t let the world around you squeeze you into its own
mold, but let God remold your mind from within. . . .” Isn’t that a
graphic picture of what happens to some of the most talented and ca-
pable people in the world. They get squeezed into a mold that shapes
their lives to fit their circumstances or the images of other people. The
sad thing is that the world is robbed of the real contributions they
could make.
To build self-confidence, make the world fight your fight—get in
touch with what you can do best and what you want most to do. Then
spend your life doing it. The better you become at it, the more self-
confidence you build.
73
STEP 3
Cultivate the Faith Within You
Learn to be kind to yourself. Keep a list of your triumphs and suc-
cesses. As you focus on what you have done, you will have more con-
fidence in what you can do. Only the loser’s mentality causes one to
focus on weaknesses and failures.
Most of us have demonstrated more self-confidence than we real-
ize. Belief in yourself started when you were small. You believed you
could walk before you took your first step. You believed you could
talk before you said your first word. And you believed you could do
worthwhile work before you took your first job. As you have believed,
so have you achieved.
My favorite definition of “believing” is “accepting as true.” The
positive outgrowth of that is that we act as if something is true. When
we act as if we accept our abilities, we find that they are real.
It really works! For example, the night before Douglas MacArthur
took his entrance exam for West Point, he was all nerves. “Doug,” his
mother said to him, “you’ll win if you don’t lose your nerve. You must
believe in yourself, my son, or no one else will believe in you. Be self-
confident, self-reliant, and even if you don’t make it, you will know
you have done your best.” When the test scores were announced,
Douglas MacArthur was number one on the list.
Make it a habit to act as if the best things you hope about your
abilities are true. You will not only find that you have more self-
confidence, but you’ll also find that your self-confidence is justified by
your performance. Remember that little song from “The King And I?”
Whenever I feel afraid, I hold my head erect,
And whistle a happy tune, so no one will suspect
I’m afraid.
The result of this deception is very clear to tell;

For when I fool the people I’m with,
I fool myself as well.
Make cultivating faith in yourself a daily—even a moment-by-

moment—exercise, and you can build your self-confidence.
74
STEP 4
Prepare Yourself to Be the Best
A young man named Demosthenes, by asking to speak to the leaders
of ancient Athens, stepped into a spot that some of the greatest orators
of history had occupied. His voice was weak and faltering, his man-
ner timid, and his thoughts muddled. Also, he spoke with a stammer.
When he had finished, the crowd booed and hissed him off the plat-
form.
But Demosthenes was not to be held down.
“Never again will I speak unprepared!” he promised himself. And
prepare he did! He cultivated his voice by shouting to the top of his
lungs into the Aegean Sea. He practiced his speeches under a dangling
sword to bolster his courage. He practiced for hours on end with peb-
bles in his mouth to eliminate his stammer. He prepared his speeches
so well that he was accused of over preparing them.
The next time he addressed the assembly, he was a different man.
With eloquent words, powerful voice, and stately manner, he drew up-
roarious cheers from his audience. When he had finished, the crowd
arose as one person and shouted, “Let us go and fight Phillip!”
How could a faltering, stammering, stage-frightened young man
rise from rejection and failure to become the greatest orator of Greek
history? The answer involves one word—preparation! Demosthenes
knew that his first speech did not represent the best that he could do.
He was able to overcome his self-doubts and stage-fright only by
preparing himself to be the best he could be at what he had set out to
do.
If you want the kind of self-confidence that enables you to per-
form to the upper limits of your ability, you can have it only when you
prepare adequately. Then, and only then, can you step confidently into
the arena of your life and face your competitors with courage and ex-
citement.
Even when you get past the rudiments of your job, mastering the
basic techniques of doing your task, you are ready to move on to the
arduous preparation required to become a master. The story is told of
an old master of the piano who was able to move people to tears with
75
her music. “How often do you practice?” she was asked by an aspir-
ing young musician.
“Six hours everyday!” replied the old master.
“But, madam,” protested her young protege, “you have been play-
ing for so long, and you are so good . . .”
“I wish to be superb,” replied the wise old woman.
Self-confidence is the slight edge that usually lifts the winner
above the “also-rans.” The belief in your abilities comes only from
preparation.
STEP 5
Cultivate Friends Who Believe in You
What you say to yourself is most important; we tend to live up to our
own expectations of ourselves. But what those around you say about
your abilities can have a great deal of impact on your self-confidence;
because we also try to live up to the expectations of those around us.
Tell children all their lives that they are stupid, and they grow up to
believe it. Expect great things of them, and they are likely to achieve
great things.
Have you noticed that some people sap your self-confidence and
leave you with feelings of self-doubt? Yet, you draw strength from
others who build your self-confidence. It is sometimes surprising to
notice that the people who sap your belief in yourself are not the truly
great people around you. They are the small-minded individuals who
are always complaining. Generally, those who might have reason to
belittle your abilities are the most apt to encourage you to try. For ex-
ample, my humorist friend, Joe Larson, told me once, “My friends
didn’t believe that I can become a successful speaker. So, I did some-
thing about it. I went out and found me some new friends!”
Some of the greatest success stories of history have followed a
word of encouragement or an act of confidence by a loved one or a
trusting friend. Had it not been for a confident wife, Sophia, we might
not have listed among the great names of literature the name of Na-
thanial Hawthorne. When Nathaniel, a heart-broken man, went home
76
to tell his wife that he had been fired from his job in a customhouse
and confess that he was a failure, she surprised him with a exclama-
tion of joy.
“Now,” she said triumphantly, “you can write your book!”
“Yes,” replied the man, with sagging confidence, “and what shall
we live on while I am writing it?”
To his amazement, she opened a drawer and pulled out a substan-
tial amount of money.
“Where on earth did you get that?” he exclaimed.
“I have always known that you were a man of genius,” she an-
swered, “I knew that someday you would write a masterpiece. So
every week, out of the money you have given me for housekeeping, I
have saved something; here is enough to last us for one whole year.”
From her trust and confidence came one of the greatest novels of
American literature, The Scarlet Letter.
Cultivate relationships with people who bolster your self-confi-
dence, who expect the best from you, and who urge you to become all
that you can be. Sometimes you’ll find such people among the pages
of great books. The late President John F. Kennedy regularly studied
what the great people of history did, and he patterned his life after
their “habits of leadership and greatness.”
Building self-confidence is one of the few games in life that
everybody can win. In other words, you can reverse the process by
building up other people’s self-confidence and inspire them to reach
their true greatness. Your self-confidence will benefit greatly from re-
ceiving and giving the strokes of encouragement that come from mu-
tually supportive relationships.
STEP 6
Learn from Your Mistakes and Failures:
Don’t Let Them Defeat You
The only way you can avoid making mistakes is to make the biggest
mistake of all—do nothing. Some mistakes truly hold serious conse-
quences—sometimes far out of proportion to the “ease” with which
77
they are made. However, no failure, misfortune, or mistake is ever so

great that nothing good can come from it.
The wise person always seeks to learn something of value from
each mistake or failure. The loser gains nothing from trying and com-
ing up short.
“I’ve been here twenty years,” complained an employee who had
just been bypassed for a promotion. “I’ve got twenty years of experi-
ence over the person you just promoted!”
“No, Charlie,” said his boss, “you’ve had one year of experience
twenty times. You haven’t learned from the mistakes you have made.
You’re still making the same mistakes you made during your first year
here.”
What a sad story! Even if a mistake seems trivial, don’t compound
it by failing to learn something of value from it.
“We’ve wasted so much time!” shouted a young assistant to
Thomas Edison. “We’ve tried twenty-thousand tests, and we still
haven’t found a material that works as a filament!”
“Ah!” responded the genius. “But we now know twenty-thousand
things that won’t work!”
This indomitable spirit enabled Edison to eventually find a fila-
ment that would produce light—and change the course of history.
An important step in building your self-confidence is learning to
hold your mistakes and failures in proper perspective. The key lies in
tying your sense of personal security to something deeper than imme-
diate success. You can build and maintain your self-confidence by bal-
ancing your failures and mistakes against your long-term goals, your
underlying purpose in life, and your inherent worth as a human be-
ing—rather than against their immediate consequences. No mistake
you could ever make would strip you of your value as a human being.
Most mistakes detour you only slightly on your road to fulfilling your
purpose in life. Mistakes are seldom fatal. More often, the person’s at-
titude toward them is fatal or at least seriously damaging. Persons who
can come out of each mistake or failure better equipped to face the fu-
ture are not only able to salvage self-confidence, but they are also able
to build it ever stronger.
78
STEP 7
Learn to Accept Constructive Criticism
and to Ignore Petty Criticism
“My teacher doesn’t like me!” the little girl said to her father.
“Why do you say that?” asked the father.
“She gave me an ‘F’ on this paper,” came the quick answer, “and
just look at all these red marks all over it!”
“I think she must like you a lot,” said the father after reading the
paper. “She knows that you are capable of far better writing than this.
And she even went to the trouble to show you how to improve it!”
Nobody likes to be criticised! Even when we have not done our
best—and we know it—it hurts to hear someone we love say they
know we could have done better. Yet our real friends are the ones who
won’t let us get away with sloppy work or half-hearted efforts.
Gently, ever so gently, they tell us that they expected better from us.
These criticisms, in their own way, are actually compliments. Learn-
ing to graciously accept constructive criticism not only can improve
our performance, but it can also help us build self-confidence by see-
ing that we can do better.
The “cheap shots” from the envious, the insecure, or the negative
are another matter entirely. The more successful you become, and the
better you become at what you do, the more of these grumblers you
will attract. Such criticism is best ignored! It usually does nothing to
improve your performance, and it always tears at your self-confidence.
Learn something from it if you can. Otherwise, forget it and move on.
STEP 8
Celebrate Your Victories
When you have done your very best or have done something well, pat-
ting yourself on the back is not egotistic. In fact, it can be a great
builder of self-confidence.
Even when someone else signs your paycheck, you are working
for yourself. Learn to be kind to your most valuable employee—your-
79
self! An employee once said that her boss was very generous with va-
cations, with periodic raises, and with fringe benefits. He always pro-
vided a comfortable work environment. “But I’d trade it all for one
simple acknowledgement that I had done a good job,” she said.
To build self-confidence, reward yourself for your efforts and ac-
complishments, and celebrate your victories.
STEP 9
Cultivate a Sense of Humility
People who become arrogant and overly proud of themselves some-
how, sooner or later, get knocked down by failure. Many people can
take misfortune in stride and keep going, but they are spoiled by suc-
cess. They tend to forget where they have come from and to look
down their noses at those they feel are beneath them.
An interesting thing happens to people who fall into that trap.
They tend to become paranoid about the intentions of everyone
around them, cutting themselves off from those whom they desper-
ately need. The next step is often severe doubts about their own abil-
ities to maintain the level of performance they have set for themselves.
You might find them trying to bolster their self-confidence by cutting
down those they see as competitors, or by trying to maintain their
lofty perch by tearing others down.
It is a mark of insecurity—not self-confidence—to always be talk-
ing about your abilities and accomplishments. Holding your abilities
and deeds in perspective is not only important in maintaining friend-
ships, it goes a long way toward building self-confidence. “Really
great persons,” said John Ruskin, “have the feeling that the greatness
is not in them but through them.” Sir Francis Bacon wrote, “The less
people speak of their greatness, the more we think of it.”
New challenges are important, but they should be the challenges
we choose, rather than the challenges forced on us by trying to live up
to an image we have established. For example, one of the classic plots
of the old western movies is that of a gunfighter who has built up such
a reputation that all challengers are out to “outdraw” him to bolster
80
their own reputations. Sooner or later, the gunfighter is overtaken by

his own record.
Freely admitting a mistake is another element of true humility.
When you readily admit that you are capable of making mistakes, and
that you do make mistakes, they are not so devastating to your self-
confidence when they do occur. “Eating crow” is never pleasant—no
matter how much mustard and ketchup you put on it. But usually the
sooner you eat it, the less unpleasant it is to the taste!
If you would build self-confidence, cultivate a sense of true hu-
mility.
STEP 10
Keep Expanding Your Horizons
Without new challenges we develop what someone has called “hard-
ening of the attitudes.” Only when your memories are more important
to you than your goals are you old. For example, I have long admired
the indomitable spirit of George Burns. Here is a man who, by every
human measure, was very successful. He had several careers, and he
set a tremendous pace for others to follow in each of them. Despite ad-
vancing age, he refused to stop reaching out to take on new projects.
Dr. Norman Vincent Peale was another one of those great spirits
who couldn’t be stopped by age and who refused to live in the past.
He was still writing books, giving those inspiring talks, and counsel-
ing with people who need to discover “The Power of Positive Think-
ing!” into his nineties. Dr. Peale is the best evidence I know of his
claim that “Enthusiasm Makes the Difference.” Here is a person
whose self-confidence continued to grow, because he kept reaching
out.
People who live on past glories, and who fail to keep their self-
confidence growing, find that they gradually lose the faith they once
had in their abilities. Slowly, they begin to talk more and more about
“the good old days,” and less and less about the wonderful years that
lie ahead. I’m sure you’ve seen those movies that portray the impact
of living in the past: scenes of an old actor displaying reviews from
81
by-gone plays, a punchdrunk fighter telling a kid how good he “used

to be,” or an aging athlete looking through blurred eyes at trophies
from ancient victories.
You don’t have to be a senior citizen for this to happen to you. Re-
cently, a young man—in his early thirties—told me that since he had
reached the lifetime goal he had set for himself, he was becoming
bored with life. Terms like “burnout,” “mid-life crisis,” and “early re-
tirement” are becoming more and more common in analyses of what
is wrong with our national mental health. One of the best prescriptions
for self-confidence I have ever heard is the old saying, “Keep learn-
ing, earning, and yearning.”
Faith in our abilities is shored up by a sense of purpose, by an
awareness of meaning, and by a feeling that we are contributing some-
thing worthwhile to the world around us. Those things are ours only
when we are reaching out to new horizons.
LOOKING BACK AND AHEAD
By consistently practicing these ten steps we can increase our effec-

tiveness at whatever we choose to do.
To get a clearer idea of how to keep reaching out, let’s take a look
at the next chapter: “Goals: The Way You Control Your Life.”
82
Chapter
8
Goals: The Way You
Control Your Life
You can take charge of your life in only one way: through setting
and living your life by goals. One thing about really successful peo-
ple is that they seem to know where they are going. They have learned
to set goals for themselves, and they expend all of their creative en-
ergy pursuing those goals.
Do you remember, for example, the scene from Alice in Wonder-
land, in which Alice met the Cheshire Cat? Several roads lay before
her, and she was having a hard time choosing which to travel.
“Which way should I go?” she asked the Cheshire Cat.
“Where do you wish to go?” replied the cat.
“Oh! It really doesn’t matter,” answered Alice.
“Then, it really doesn’t make any difference which way you go,”
grinned the Cheshire Cat.
Many unsuccessful people are extremely busy—they are always
doing something. However, what they are doing cannot take them any-
where because they don’t know where they want to go. They fall vic-
tim to circumstances. They feel pressured by other people into doing
things they don’t really want to do. And they remain frustrated be-
cause they always seem to be going in circles.
For example, consider this conversation between a young woman
and a counsellor:
83
“You feel that to get what you want out of life you’ll have to get
a master’s degree?” asked the counsellor.
“Yes,” said the young woman, “but by the time I could get that de-
gree, I’d be thirty years old! I can’t afford to wait that long to get
started in a career.”
“But won’t you be thirty years old, even without the degree?”
asked the counsellor.
The counsellor’s prediction proved accurate. At age thirty, the
woman was without her degree, mired down in a job she hated, with
little hope of going back to school. She had focused all of her atten-
tion on her circumstances, instead of on her longterm goals. This
tendency is a mark of the immaturity that is so typical of today’s
youth.
Consider the progression of a teenager I talked with recently:
He bought a car so he could have transportation.

He got a job so he could pay for the car.
He dropped out of high school, so he could get a better job,
And buy a newer car.
This is the age of “instant everything.” Clever writers and producers

can solve the most complicated dilemmas within thirty minutes, or an
hour at the most, in a television drama. We can get instant relief from
acid indigestion by knowing how to spell a certain word, bedazzle a
prospective mate by using a certain toothpaste, and handle a tough
new job by wearing a certain kind of deodorant.
But most of the things that make life worth living require time to
develop. They don’t come about quickly or easily. Furthermore, they
don’t happen automatically. The practical dreamers know the harder
they work, the luckier they get.
They Know That:

Careers take time and energy to build.
Lasting relationships require tremendous personal investments.
Financial security usually has to be built up over many years.
84
Goals: The Way You Control Your Life
If you will learn to set realistic and worthwhile goals for every area of
your life, and pursue those goals with everything within you, you can
become one of life’s real winners.
HOW TO SET AND MONITOR GOALS
How do you set and monitor your goals? Here are seven guidelines
that represent the collective experience of many of the most success-
ful people in America. They have been tested and proven in the labo-
ratory of life. I have found, in my own life, that they work.
GUIDELINE 1
Identify Your Purpose in Life
Close your eyes for a moment and try to imagine what you would like
for your life to be like ten years from now. Keep in mind that you are
a total person. Setting financial goals to meet your needs and desires
in life is important. Somebody once said that, “Whether you are rich
or poor, it’s always nice to have money.” But there’s more to life than
just making money. Perhaps you read the story in recent newspapers
about a California girl who received a very special birthday cake on
her twenty-first birthday. Around each of the twenty-one candles was
wrapped a thousand-dollar bill. A few days later, her parents found the
body of that young lady. In her hand was a suicide note that said, “You
have given me everything to live with, but nothing to live for!” What
a tragedy!
In choosing your purpose in life, you have to answer three big
questions:
1. Who am I? A simple exercise can help you focus on this ques-

tion. Write a short essay telling who you are—but with the fol-
lowing limitations: Eliminate your name, age, educational
background, address, biographical information, or any of the
85
Setting and diligently working toward goals can help you take
charge of your life for ten good reasons:
1. Goals give you something to work for—purpose and direction to

your life.
2. Goals give you the best reason in the world for not procrastinating.
3. Goals help you to concentrate all your energies and resources in the
specific direction you have chosen.
4. Goals help you to build enthusiasm.
5. Goals help you to be specific with other people who would like to
help you.
6. Goals help you to save time for yourself, for the people for whom
you work, and for everyone else in your life.
7. Goals help you to make and save money.
8. Goals help you to keep in perspective what really matters.
9. Goals give you a standard against which to measure your effec-
tiveness as a person.
10. Goals provide a foundation for setting new goals—they help you to
keep reaching out.
Figure 8–1. Ten Good Reasons For Setting Goals
other things you would normally include on a resume. The

only question that really matters is, “Who are you as a per-
son?”
2. What am I doing here? What do you wish to contribute, with
your life, that will both enrich you as a person and make the
world a better place in which to live? Write an epitaph for
yourself. Reduce to a few words what you would like for peo-
ple to say about you, after you have departed this life.
3. Where am I going? In light of the preceding two exercises, re-
duce to one short sentence what direction you will pursue with
your life. Now rate yourself, on a scale of 1 to 10, as to how
86
your performance in life to date has measured up to the pur-

pose you have identified.
As you identify your purpose in life, remember that your life has
many dimensions. It is important to choose:
1. a career that not only offers financial rewards, but that satisfies
your deep needs for satisfaction and meaning;
2. personal and family relationships that bring love to your life;
3. community and religious goals that satisfy your spiritual and
altruistic needs; and
4. cultural and recreational goals that enrich your life and make
it fun to live.
GUIDELINE 2
Choose Goals That Are
Consistent with the Way You See Yourself
Choose those goals that will enable you to become the person you
want to become. Allow room for growth, for reaching out, for reach-
ing up. Let’s review briefly the three steps toward building a winner’s
attitude, as outlined in Chapter 3:
1. Make a strong and permanent commitment to invest your life

and talents only in those pursuits that deserve your best ef-
forts.
2. Make a strong and irrevocable commitment to give all that you
have, and all that you are, to achieve the goals you have set for
yourself.
3. Make a strong commitment to reach your full potential as a
human being.
With these steps in mind, select the goals that will take you into the
winner’s circle of life.
87
People might not understand, or agree with the choices you

make, but you are the person you must please. “You cannot consis-
tently perform in a manner that is inconsistent with the way you see
yourself,” someone has wisely pointed out. For example, Albert
Schweitzer gave up a prestigious career as a doctor and went to
Africa to build hospitals for the poor and ignorant natives. Many of
his friends, who felt that he was throwing away his talents and train-
ing, sent a delegation to Africa to attempt to persuade him to come
back to his native land.
“Why should such a gifted man give up so much to labor among
the savages?” they asked.
“Don’t talk about sacrifice,” Schweitzer replied, “What does it
matter where one goes provided one can do good work there? Much
as I appreciate your kind words and thoughts, I have made up my
mind to stay in Africa and look after my African friends.”
In Africa he remained until he died in 1965, at the age of 90. He
worked until the very end, maintaining his zest for living. His whole
life was a powerful message. His philosophy was: “The only essential
thing is to seek truth, and to practice it as far as we understand it.” This
great man had a clear vision of himself. He knew what was important
to him, and he devoted his life to pursuing it.
The person who matters most is the one who stares back at you
from the mirror. If your goals, and the commitment you make to them,
permit you to look upon yourself with self-respect, and to maintain
your feeling that life is worthwhile, what does it really matter what
anyone else thinks? After all, choosing the goals on which you will
spend the days allotted to you is what taking charge of your life is all
about. Literature and history are full of stories about people who al-
lowed the opinions of others to dominate their lives, only to be disap-
pointed with what they turned out to be.
“Know thyself” is good advice that has been passed down through
the ages. As you constantly attempt to stay in touch with the deep val-
ues that have become a part of your life, and act in a manner that is
consistent with those values, you can find peace of mind, happiness,
and success in life.
88
GUIDELINE 3
Write Down Your Goals and Set Definite
Timetables for Reaching Them
Your goals should be both believable and achievable. Setting realistic
goals permits self-satisfaction and a sense of accomplishment to be a
normal part of your everyday life. You’ll find that you feel better about
yourself, and less tired, as you reach those achievable goals.
Get very definite with your goals. If you set about to do something
in a general way, that’s usually the way you will do it. Be specific; be
concrete. Precisely what do you want to accomplish?
Three types of goals are desirable:
1. Long-Range Goals: These are things you want to accomplish

either during your lifetime or in a five- or ten-year period. It
helps to know where you ultimately want to go.
2. Intermediate Goals: Break your long-range goals down into
more short-term goals. These would include things you want
to do during the next year or six months. Always balance your
intermediate goals against your long-range goals.
3. Short-Range Goals: Further break down your long- and
intermediate-range goals into monthly and weekly goals that
move you toward your target.
“The palest ink is more enduring than the strongest memory,” says an
old oriental proverb. In the mad pace of daily living, it is easy to loose
sight of your goals. Therefore, it is a great aid to have them written out
and easily accessible. Many people have found it helpful to write their
goals in the form of a contract with themselves; with definite dates set
for the fulfillment of specific increments. It is a great idea!
GUIDELINE 4
Break Your Goals Down Into Easily Achievable Objectives
Dr. Robert Schuller constantly reminds us that, “Yard by yard, life is
hard; but inch by inch it’s a cinch.” I like that! I’ve found it to be quite
89
true. “A journey of a thousand miles begins with a single step,” is an-

other bit of ancient oriental philosophy that makes this point. As long
as your goals are far-distant hopes and dreams, they are not likely to
begin happening. But once you start breaking them down into man-
ageable steps, they can become real to you.
For example, let’s say you have chosen to increase your effec-
tiveness by reading at least 36 books during the next year. That might
sound like an “impossible dream.” But if you break the goal down into
a series of objectives, you can easily read three books per month. If
you do so every month, you will have read 36 books in one year.
The principle is the same for each of your goals. Put each goal
into a manageable objective. Even an otherwise boring job can take on
new meaning if you see it as a part of the necessary work to accom-
plish your long-term goals. You can get excited about even mundane
tasks—provided they are taking you somewhere you have chosen to
go. As long as you are doing something every day to lead you toward
your goals, you can hold life’s bumps and scrapes in the proper per-
spective.
Someone asked an old man how he could remain so cheerful in
the midst of so many calamities. “I’ve read the Bible all the way
through; and I’ve noticed that it often says, ‘It came to pass.’ Nowhere
does it say that it came to stay.” What an outlook!
The key question for each activity you are considering is not
“What will it do for me?” but “How will it help me reach my goal?”
If most of the things you are doing do not move you toward your
goals, your time is being eroded away—a minute at a time.
Urgent Versus Important

The big game most of us tend to play with our daily lives is choosing
how we will expend our precious minutes and creative energies. Ur-
gencies forever seem to eat up hours at a time. Unfortunately, many of
the things that seem so urgent to us at the moment are not really that
important in the total picture of our lives. For example, a friend shared
with me recently that he had been so busy taking care of urgent things
90
during the last twenty years that he had not noticed that his children
had suddenly grown up. “I just looked around one day, and they were
gone,” he said. Interestingly, that man couldn’t remember most of the
things that had robbed him of those precious moments he could have
spent cultivating his relationship with his children.
When we invest our lives in responding to urgencies, we allow
circumstances and other people to choose for us how we will live. The
only cure for wasting our lives “putting out brush fires” is to have a
specific and clearly focused objective that we should be working on at
any given moment. When we know what objective will move us closer
to our goals, then we can weigh the urgency against what is really im-
portant to us in the long run.
GUIDELINE 5
Make Your Dreams Come True
Once you have decided what you want to do with your life, and the
steps you must take to make it happen, do it! Learn to discipline your-
self to work toward the priorities that you have set. Your boss will set
quotas and targets for you to reach. Your family will constantly re-
mind you of their needs and desires. And you can be sure that the In-
ternal Revenue Service will demand its regular payments from you.
However, only you can place the demands on yourself that are neces-
sary to meet your goals.
The value in any decision is in its implementation. At this point,
most goals break down. Ask most people to tell you on the first of July
how many of their New Year’s resolutions they have kept, and they
will confess that they can’t even remember what they were. You can’t
spend money you were “going to make someday.” You can’t enjoy
books you only “intended to read.” And you can’t live on memories of
ideas you once had.
Of course, it’s important to be flexible enough to adjust your goals
to take advantage of new opportunities and situations. For example, a
young man in my hometown of High Point, North Carolina, had set a
goal of winning a Gold Medal in the Olympics. For years, he ran ten
91
miles every morning before going to school, he read everything he

could find about running, and he sought out the best coaches to guide
him in his development. He was well on his way to becoming an
Olympic class runner, when his right leg was seriously injured in an
automobile wreck. The injury was so permanently crippling that he
knew he’d never be able to run again. He was heart-broken!
But this was a remarkable young man. After a few days of griev-
ing over his loss, he decided to become a coach for other runners.
Now he’s training three boys and two girls to become contenders. Cer-
tainly, he’s disappointed at not making his primary goal, but he has
learned the secret of redirection. In other words, “If life gives you
lemons, make yourself a big glass of lemonade.”
I have noticed that people who concentrate all their energies on
reaching their goals not only are more apt to accomplish something
worthwhile with their lives, but they can shift their priorities to adjust
to new situations more comfortably than people who just wander aim-
lessly through life. “Your attitude, not your aptitude, will determine
your altitude,” is a wise and often repeated saying. Nowhere is attitude
more important than in pursuing your goals.
Taking charge of your life means that you decide what you want
to do, and do it!
GUIDELINE 6
Review Your Goals Often and Check Your Progress
It is a good idea to evaluate your effectiveness on the basis of how
close you come to attaining your goals. How busy you have been is
not nearly so important as how many of your goals you have reached.
Many very successful people set definite appointments with them-
selves for a time of review. They write down the time they set, and,
they refuse to allow anything to conflict with their date with them-
selves.
As you review your goals, if you find that you have missed a
deadline, find out why you have missed it. Formulate a contingency
plan for meeting it at a later date, and renew your commitment to that
92
goal. Also, reward yourself for each goal you reach. Doing so renews
your self-confidence and gives you added incentive to keep pressing
on toward all your other goals.
Just as you would not write a check without noting the amount of
money you are spending, don’t allow those precious moments to slip
away unnoticed. Make a regular practice of balancing your “goal ac-
count” just as you balance your checking account. If you find that
someone, or some activity, is making unauthorized withdrawals from
your deposits of time, put a stop to it.
GUIDELINE 7
Constantly Set New Goals
A man constantly complained that he could never get caught up.
Every day for twenty years he looked at the stack of unfinished tasks
on his desk. There were always bills to pay, letters to answer, ap-
pointments that had to be met, and problems to be solved. When he
went home to get away from the clutter of demands, he found a yard
to be cut, hedges to be trimmed, and repairs to be made. Just once,
he’d like to get caught up, he thought.
In the midst of his struggle, he fell asleep and had a dream. He
was in a large office with a beautiful modern desk. On it there were
no appointments, no papers, no bills—nothing to do. So he went
home. There he found the lawn neatly cut, the hedges all trimmed, and
all the repairs completed. It was a great relief. He had caught up at
last.
“Thank the Lord!” he sighed as he settled back to relax.
But as he sat there, a question began to nibble at him: “What do I
do now?”
Eventually, the letter carrier came whistling down the road, threw
up his hand, waved, and walked on by. There were no letters for the
man.
“Please tell me,” the man asked, “What place is this?”
“Why, don’t you know?” replied the letter carrier cheerfully,
“This is Hell!”
93
A. If you already have formulated a set of goals, and put them in

operation, evaluate them in light of the Seven Guidelines. Rate your
goals and their operation on a scale of 1 to 10 for each of the guide-
lines.
B. If you do not have a set of goals, formulate a complete set using
the Seven Guidelines as a guide.
1. Identify your purpose in life.

2. Choose goals that are consistent with the way you see yourself.
3. Write down your goals and set definite timetables for reaching them.
4. Break your goals down into easily achievable objectives.
5. Make your dreams come true. Make your goals happen.
6. Review your goals and check your progress.
7. Constantly set new goals.
Exercise 8–1. Seven Guidelines.
One thing you will find for sure: At the top of every ladder of suc-
cess, there is the bottom of another ladder. I hope you set a goal to al-
ways set a new goal with each success.
KEEP YOUR GOALS IN SIGHT
Florence Chadwick decided that she would become the first woman
ever to swim the English Channel. For years she trained and disci-
plined herself to keep going long after her body cried out for relief.
Finally, in 1952, the big day came. She set out full of hope, sur-
rounded by newspeople and well-wishers in small boats. And, of
course, there were the skeptics who doubted she’d make it.
As she neared the coast of England, a heavy fog settled in, and the
waters became increasingly cold and choppy.
“Come on, Florence,” encouraged her mother as she handed food
to her, “You can make it! It’s only a few more miles!”
94
Finally, exhausted, she asked to be pulled aboard the boat—just a

few hundred yards from her goal. She was defeated and heart-broken;
especially when she discovered how close she had been to reaching
her goal.
“I’m not offering excuses,” she later told news reporters, “But I
think I could have made it, if I had been able to see my goal.”
But Florence Chadwick was not so easily beaten. She decided to
try again. This time, she concentrated on developing a mental image
of the coast of England. She memorized every feature of the distant
coast and fixed it clearly in her mind. On the appointed day, she en-
countered all of the choppy waters and fog that she had met before,
but she made it. She became the first woman in history to swim the
English Channel. Why? Because she could clearly see her goal—
through her mind’s eye!
Everything we do takes time. But, if we know where we are go-
ing, and we are steadily making progress toward our goals, we can ac-
complish amazing things with our lives.
Be patient but persistent in pursuing your goals!
But What If You Don’t Make Your Goals?

Many of the greatest contributions were made by people who set out
to do something entirely different. Technically, you’d have to say they
didn’t make their goals, but our world is a better place to live in be-
cause they made certain discoveries and contributions while pursuing
their goals. Christopher Columbus, for example, set out to discover a
new trade route to India. He missed by half a globe! Yet few of us who
enjoy living in America would call him a failure.
All you really need to know is that you gave life your best shot.
The value of pursuing goals is in the trying, in the doing, in the reach-
ing out to achieve and to create. If you commit yourself to worthwhile
goals, and vigorously pursue them, success will take care of itself.
95
Chapter
9
Time: Your
Greatest Treasure
The most common complaint of some of the top salespeople and

business leaders in this country is, “I simply don’t have enough time!”
A popular sign around offices these days reads, “The Hurrier I Go,
The Behinder I Get.” Do you ever feel that way?
Apparently, many people do! They go as hard as they can go,
from early morning until they drop into bed at night. Yet they never
seem to have enough time to get done everything they want to do, or
feel they need to do.
If you feel like that, I have good news and bad news! The bad
news is that you are not going to get any more time. There will always
be only 24 hours in a day and only seven days in a week. But the good
news is this: You don’t really need more time!
TIME MARCHES ON!
Time is like money in the bank in many ways. There is, however, one
significant difference between time and money. You can collect
money and put it into a savings account—even let it draw interest for
you. If you don’t choose to invest it, you can simply leave it alone.
Time is different. Your life is given to you one second at a time. Sure,
97
you can do things to shorten or to lengthen the amount of time in your

life.
But you simply can’t stop time! You might take the watch from
your arm and dash it on the pavement—but time marches on! You
might carry out your fantasy of smashing the alarm clock with a ham-
mer—but time marches on! Jerk the calendar from the wall and throw
it into the trash—but the days keep rolling by! For you, time will stop
only when you die! There are no pauses in time!
YOU CAN CONTROL ONLY ONE THING!
If you cannot control time, there’s only one thing you can control in
relation to time—the way you spend your time! Time is yours to in-
vest any way you choose. You can invest it in the pursuit of your goals
and objectives; you can give it away in the pursuit of someone else’s
goals, or you can simply throw it away. The choice is always yours.
Taking charge of your life means that you choose how you will in-
vest every second you are given. It does no good to fix the blame for
never having enough time. It is useless to blame your job, the de-
mands of other people, the circumstances of your life, or any other
thief that steals those precious minutes out of your life. The only so-
lution lies in fixing the problem. And there’s only one way to do
that—Take complete charge of the time you are given!
Peter Drucker has been called the “Father of American Manage-
ment” because he has contributed so much to our understanding of
how to run businesses and organizations. He says, “Time is the
scarcest resource and unless it is managed nothing else can be man-
aged.” If that is true of businesses, it is equally true of our personal
lives.
To manage your time you must master your habits. We are all
creatures of habit. If you don’t believe it, take this little test:
1. When you brush your teeth, which do you pick up first—the

toothpaste or the toothbrush?
98
Time: Your Greatest Treasure
2. When you get into your automobile, do you place your foot on
the brake or the accelerator first?
3. Which shoe do you always put on first?
4. Which side of your hair do you comb or brush first?
5. Which arm do you put into a coat first?
Our brains are programmed like giant computers to enable us to do

routine things without thinking about them. If we don’t consciously
program routine activities, they program themselves. The only choice
we have with habits is that we can decide which habits we program
into our minds. And nowhere is this more crucial than in the area of
managing our time.
PLANNING—THE MASTER KEY TO EFFECTIVE

TIME MANAGEMENT
The best way to control your habits, and therefore your life, is through
a systematic strategy of applied consistency. In simpler terms, plan
your life, and live your plan.
“But, I don’t want to live a regimented life!” protested a woman
in one of my seminars on time management. “I don’t want to feel like
every minute of my life has to be lived on a rigid schedule.”
“Do you watch television sometimes?” I asked.
“Yes,” she replied, “Almost every night.”
“Do you ever watch programs you did not intend to watch when
you sat down?” I queried.
“Well, yes,” came the answer.
“Then,” I continued, “Aren’t you allowing television to impose a
regimen on your life?”
“I guess so,” she responded. “I never really thought about it.”
“You can be sure that the network programmers have a very so-
phisticated strategy to get you to watch television with an applied con-
sistency,” I pointed out. “Whether you respond to their regimentation
or to your own, you are following someone’s schedule.”
99
Let me ask you an important question: Are you a “flounder per-

son” or a “trout person”? To help you formulate your answer, let’s
take a look at the characteristics of each fish.
The Flounder:
Lies on the bottom of the sea waiting for its food to come along
Allows the tides to control its movements
Does not resist natural forces
Can be easily caught
The Trout:
Swims against the currents
Chooses carefully what it will eat
Decides when to resist and when to rest
Is very hard to catch
Correspondingly:
• The “flounder person” reacts only to what comes his or her way,
whereas the “trout person” acts with forethought and self-
discipline.
• The “flounder person” waits for something to happen, while the
“trout person” makes things happen.
• The “flounder person” concentrates on activities, and the “trout
person” concentrates on goals and objectives.
POINTERS FOR EFFECTIVE TIME MANAGEMENT
If you have decided that you want to take charge of your life by con-
trolling your habits—rather than allowing them to control you—here
are some pointers that can be helpful.
POINTER 1
Clarify Your Objectives
Goals are not the same as objectives. A goal is like a target you wish
to hit, the end you’d like to reach. An objective is a step you take to-
100
ward reaching your goal. For example, if your goal is to become more
effective in managing your time, your most immediate objective is to
read this chapter.
So, clarifying your objectives means deciding what steps you
need to take to reach your goals, estimating how much time each step
will take, and allotting the required time to complete the step. To do
this, you need a carefully designed activity schedule.
Benefits of an Activity Schedule. By scheduling your activities

carefully, you can control the way you spend your time—whether it’s
for fun or profit:
1. You can allot time according to your priorities.

2. You can spend your time on things you feel are worthwhile.
3. You can have more time to relax.
4. You can meet important deadlines.
5. You can constantly move toward your goals.
6. You can avoid wasted efforts.
7. You can be more flexible.
8. You can eliminate tasks that others should do.
9. You can have the peace of mind from knowing the really im-
portant things will get done.
10. You can enjoy leisure time activities, knowing that you have
allocated all the time needed to do what is required.
11. You can work more comfortably and effectively on one thing
at a time, knowing that everything will get done in the order
of its priority.
12. You can work at your most comfortable and productive pace.
Adopt a Time Budget. Putting yourself on a time budget is one of

the most liberating experiences you’ll ever have. When you budget
your available money, you make certain choices based on your fixed
expenses each month, which you have to maintain. If you find these
fixed expenses are out of proportion to your available income, you
look for ways to reduce them. Usually, some money is left over for
101
you to spend as you wish. The wise person invests some of it on the
future and then enjoys buying the things that make life pleasant.
With a controlled time budget, you can accomplish the things you
feel you should and still have time to spend as you wish. In other
words, you can take breaks as you feel you need them, not when you
get the chance. And you can relax better during the time you have al-
located for relaxation.
Of course, you need to build flexibility into your time budget. One
way to do so is to decide, in advance, where lost time will be made up
later in your schedule. For example, if you have allocated one hour to
a task and it takes an hour and fifteen minutes, you can take five min-
utes off of a scheduled break, and five minutes off each of the next two
projects. By deciding in advance how to make up lost time, you find
yourself more readily resisting the urge to goof off. You also find
yourself evaluating how interruptions interfere with reaching your
goals and looking for ways to minimize them.
At first, the idea of living by an activity plan and time budget
seems a little mechanical, but, as you work at it, it becomes more nat-
ural. You’ll love it because you will find that you are getting more done
in less time, and you are more able to relax during your free time.
POINTER 2
Analyze Your Time Habits
How do you spend your time? Time robbers lurk around every corner
of our lives, waiting to snatch away our precious minutes. To become
effective persons and have enough time to relax, we must catch those
thieves and put a stop to their tricks.
Keep a Time Log. One way to analyze your time habits is to keep
a time log for the next two or three weeks. Write down how much time
you spend doing each task, taking each break, and dealing with each
interruption.
You might make some interesting discoveries. For example, you
might discover that you waste time the same way during a specified
102
time frame every day. You can plug up that hole and have more time
to pursue your goals and to relax.
Another interesting discovery many people make is that they are
more productive at various times of the day. Thus, they are able to
schedule activities that require greater productivity during those peak
times. If you find that you are more creative during certain hours, you
can allocate the activities that require your greatest creativity during
those hours, thereby saving the more mundane tasks for times when
you are less creative.
Watch your activities—not the clock! Set daily and hourly goals in
terms of results—not in terms of activities! Identify those nasty little
habits of time-wasting and eliminate them. Here is a list of the more
common time thieves:
1. Procrastination—putting things off until they end up requir-

ing more time or until they gang up and take control of your
schedule.
2. Trying to complete tasks for which you don’t have enough in-
formation.
3. Doing unnecessary routine work—just because you have al-
ways done it.
4. Unnecessary distractions or interruptions.
5. Sloppy use of the telephone.
6. Unnecessary meetings, or meetings that last too long.
7. Failure to delegate tasks to capable people.
8. Lack of self-discipline in matters of time.
9. Failure to set priorities.
10. Unnecessary shuffling of mail and paperwork.
11. Excessive socializing.
12. Lack of mental control or concentration—daydreaming at the
wrong times.
13. Lack of knowledge about your job.
14. Stretching our refreshment breaks.
15. Refusing to say “no” to things that interfere with your prior-
ities.
103
16. Making careless mistakes that necessitate redoing work.

17. Sloppy or ineffective communications.
18. Failure to use management aids (like dictating machines,
message centers, and the like) to full advantage.
19. Bulky, poorly designed systems or procedures.
20. Failure to insist that your co-workers carry their part of the
load.
As you analyze your own time habits, you might find that many of the
most common time thieves steal valuable time from you. You might
also discover others that are not on the list. In any case, identify them
as the enemy and declare war on them. After all, it is your life they are
stealing!
POINTER 3
Keep a Daily and Weekly “To Do” List
At the end of every day, Charles Schwab, the famous past-president of
Bethlehem Steel Company, made it a practice to invest five minutes
analyzing the various problems he should tackle the next day. He
would write down those tasks in the order of their priority. When he
arrived at the office the next morning, he would start with task num-
ber 1 as soon as he got in. When he had completed that task, he would
move on to tasks 2, 3, 4, and 5 in order.
“This is the most practical lesson I’ve ever learned,” said the mul-
timillionaire. He gave this example to prove his point: “I had put off
a phone call for nine months so I decided to list it as my number one
task on my next day’s agenda. That call netted us $2 million because
of a new order for steel beams.” From that moment, he was totally
committed to the concept.
Benefits of a “To Do” List

1. It frees your mind from the nagging worry that there is some-
thing important you are overlooking.
2. It aids relaxation by giving you a definite time to do what is
important.
104
3. It assumes that crucial deadlines are met.

4. It keeps you from wasting time on marginal activities.
5. It releases you to do your best on the task at hand.
6. It helps you to keep from becoming a workaholic.
7. It helps you to communicate effectively with other people
what you consider most important.
8. It gives you a logical place to start and stop each day.
9. It helps you to assure other people that their concerns will be
dealt with.
10. It aids in establishing a systematic flow of productivity and
helps you work at a controlled pace.
11. It helps you to resist unnecessary interruptions.
12. It helps you to avoid procrastination.
In short, by formulating a daily and weekly “to do” list, you choose
how to spend your days, rather than waiting to react to what happens.
And it helps you avoid the stress and frustration of working yourself
to death and getting little accomplished.
One of the greatest satisfactions I get out of life is the feeling of
accomplishment that comes each time I check off another task on my
“to do” list. I can look at that list at the end of the day and readily de-
termine whether or not I have been an effective person. Since I don’t
like to feel like an ineffective person, I live by that “to do” list. Try it!
You’ll like it!
POINTER 4
Get Yourself Organized
Some of the most disorganized people in the world are among the
hardest workers. They work like crazy all day, conscientiously try to
get everything done, and leave their offices tense because of important
letters unwritten, people unseen, and urgent projects unfinished.
One reason they work longer and harder than everyone else is that
they reinvent the wheel every time they need a ride. They have to put
forth extra effort because they do everything in a haphazard way. Of-
105
ten they justify their disorganization on the grounds that they like their
freedom to do things the way they want to do them.
Organization can be a great aid to personal freedom, if you make
it work for you rather than vice versa. It can help you work more eas-
ily, get more done in less time, and make you more valuable to any or-
ganization.
Cultivate Decisiveness. One reason that people stay disorganized

is that they hate to make decisions. For this reason they are often over-
looked when promotion time comes around.
Once, before mechanical sorters were invented, the manager of an
apple orchard needed a sorter to separate the apples into three sizes.
Logically, he selected the best picker he had and promoted him to the
position. Before the picker were placed three baskets, each for a dif-
ferent size. The pickers would bring their apples and pile them on a
large table beside him, and he was to sort them into the baskets.
Knowing the fellow to be a good worker, the manager left him at
work and went to town. Upon his return, he was shocked to see a
mountain of apples completely covering the table and falling off on all
sides. There, before the empty baskets, sat his new sorter—with an ap-
ple in each hand and a puzzled look on his face. He was a great picker,
but he simply couldn’t make a decision as to whether an apple was
big, little, or middle-sized. Of course, he lost his promotion.
If you expect to advance in your career, you stand a much better
chance of moving up if you learn how to handle responsibility. In
other words, the better you can make decisions, the more promotable
you become. Cultivate the ability to decide on priorities, on how the
various pieces of work fit together, and on how to orchestrate your ef-
forts and the efforts of others.
Process Papers—Don’t Shuffle Them. How many times do you

look at a piece of paper, or a letter, before you decide what to do with
it and then do it? I have been amazed at how much time I can save,
and how much more smoothly my work flows, since I started handling
papers only once.
106
Here’s how it works for me. I set aside a time for reading and an-
swering mail. I read each letter, decide what action it calls for, and im-
mediately dictate an answer. I simply refuse to keep a “later file” on
my desk. As a result, I get more done in less time, worry less about
what I’m going to do, and keep other people happier. It really works!
Keep Your Desk, and Your Life, Uncluttered. Did you ever stop to
think that your desk would probably tell a character analyst more
about you than your handwriting, your photograph, or the lines in
your palm? Efficiency experts have learned from studies that people
who have cluttered desks tend to have cluttered lives. In every area of
life, they leave jobs half-done or not started at all. As a result, they get
less done and spend more time doing everything they do.
We spend most of our lives at work. Yet our work can become
drudgery if we allow it to bog down. You can make your work an ad-
venture by reducing your tasks to their simplest form and doing them
in the order of their priority. In seminars, I often recommend the
KISMIF system of getting yourself organized. KISMIF stands for
“Keep It Simple, Make It Fun.” The way to execute this system is to
start it first thing in the morning and follow it through all day. For ex-
ample, set the alarm for precisely the time you need to get out of bed
and get up at that time. Many people make the decision to get up at
least ten times each morning. They could rid themselves of nine deci-
sions every day by doing what they have decided to do.
If an activity is important in relation to your goals, do it! If it’s
not, forget it and move on! Clean your desk and your life of all the
clutter it has collected—not by putting it all in the trash can but by
getting today’s work done today.
POINTER 5
Cultivate the Time Management Habit
What would you do if someone gave you a million dollars? The first
thing you’d probably do is protect it. You certainly wouldn’t leave it
in clear view on the front seat of your car. And you wouldn’t break it
107
up into small bills and hand it out to everybody you meet. Isn’t it
ironic that some people protect their money and possessions with
their lives, yet let their lives slip away with little thought? They don’t
seem to realize that time is their most valuable possession. No one
has more time than you do. Each of us is given 1,440 minutes each
day, 168 hours each week, and 8,760 hours every year. Here are some
tips to help you protect the valuable gift of time that you are given
each day:
Use Every Minute to Pursue Your Goals. For example, what do

you do when you are caught in a traffic jam? Noel Coward didn’t fuss
and fume; he took out a piece of paper and wrote his popular song,
“I’ll See You Again.” Many successful people keep self-help cassettes
handy to listen to while they are driving, selected reading materials
available to use while waiting for someone, and routine paperwork
handy—just to salvage time lost to delays.
Do Everything Right the First Time. “Why is there never enough

time to do something right, but always enough time to do it over?” is
a familiar question.
Manage Visitors—Don’t Let Them Manage You. If you have a sec-

retary, authorize him or her to screen your visitors and set up ap-
pointments for you. Meet visitors outside your door so you can leave
if you feel they are wasting your time. Confer standing up, and limit
the length of the interview. Organize the interview so that you get
business handled quickly; then terminate the visit.
Keep Time in Meetings to a Minimum. Attend only meetings that

are necessary. Insist on starting on time, getting and sticking to the
point, limiting the agenda, and ending on time. Meetings are great
time wasters.
Learn to Delegate Responsibility and Authority to competent peo-

ple working with you.
108
Control Your Telephone Usage. If possible, block your phone calls

together. Set aside time to talk on the phone, and limit your calls to
the allotted time.
POINTER 6
Take Time for All Your Goals—Including Leisure
You are a total person. You need time to recharge your batteries
through rest and recreation, time to cultivate relationships that matter,
time to learn and grow, and time to enjoy the beauty of God’s great
world. If you’re like most of us, unless you allocate an appropriate
amount of time, you’ll find that the things that make life worth living
get relegated to second place—and usually lose out to life’s urgencies.
I like this anonymous piece of prose:
• Allow time for work; it’s the price of success.

• Allow time for love; it’s the sacrament of life.
• Allow time to play; it’s the secret of youth.
• Allow time to read; it’s the foundation of knowledge.
By saving one hour each working day during a normal career, you can
add the equivalent of six years of productivity. That’s better than early
retirement at full benefits!
• Allow time to help and enjoy friends; it’s the source of happiness.
• Allow time to dream; it keeps your hopes alive.
• Allow time to laugh; it’s the spice of life.
• Allow time to worship; it’s the highway of reverence.
• Allow time to pray; it helps bring God near and washes the dust
of the earth from your eyes.
Taking charge of your life means that you assume responsibility for
managing your time. It means that you make time work for you, rather
than becoming a slave to the clock. Learn to manage your time and
you can reach your goals—and enjoy your life.
109
Annual Each Hour Each Minute In a Year An

Income Is Worth Is Worth Hour Per Day
Saved Is Worth
20,000 10.32 .1728 2518
25,000 12.81 .2134 3125
30,000 15.37 .2561 3750
35,000 17.93 .2988 4375
40,000 20.64 .3596 5036
50,000 25.62 .4268 6250
75,000 38.42 .6403 9374
100,000 51.24 .8536 12,500
125,000 64.03 1.067 15,623
150,000 76.84 1.280 18,749
175,000 89.65 1.494 21,875
200,000 102.45 1.707 24,998
Note: The table is based on 244 work days of 8 hours each.
Exercise 9–1. “Saving” Time.
Using the chart in Exercise 9–1, determine how much money you
could save by saving one hour each working day for the next year.
Think of something you could buy with the money you waste on lost
time.
110
Chapter
10
How to Move the Biggest
Obstacle: Yourself
Daniel Webster told a story from his childhood that describes how
unmotivated some people are. Daniel and his brother, Ezekiel, were
sitting in the shade one day when their father approached.
“Watcha’ doin’, Ezekiel?” asked the father.
“Nuthin’!” replied Ezekiel.
“Well, what are you doing, Daniel?”
“Helpin’ Zeke!” came the casual response.
Obviously, Daniel Webster didn’t spend the remainder of his life
“helpin’ ” somebody do “nuthin’.” He spent more than fifty years in
great demand as an orator, lawyer, and statesman.
People are known for what they finish, not for what they start.
THE BEST LAID SCHEMES O’ MICE AN’ MEN . . .
Nothing we have said so far in this book works unless you do! The
“best laid schemes,” the most elaborate plans, and the highest of in-
tentions are of no value until someone makes them become reality.
You can read motivational books and listen to motivational speeches
and cassettes until high-sounding phrases roll off your tongue like wa-
111
ter from Niagara. But nothing worthwhile happens until you do some-
thing with what you have read and heard.
The crying need today is not for more knowledge. The so-called
“knowledge explosion” is mushrooming so fast that if you could read
a book each day for the remainder of your life, you’d be more than a
million years behind in your reading when you died.
What the world needs is action—constructive action by intelligent
people of good will!
GEARED FOR POWER . . .
“How much horsepower does that thing have?” I asked the man who
had just shut down a bulldozer, which had been chewing up an old
house as if it were made of straw.
“It’s got sixty horsepower,” he replied nonchalantly.
“Only sixty?” I exclaimed.
“Surprised, huh?” he chuckled with that look that told me he’d
seen the same response before. “I’ll bet you’re thinking your Mer-
cedes has more than twice that many horses,” he mused.
“You’re right,” I said.
“Not only that,” he continued, “your car will run at least forty
times as fast and get about ten times as many miles per gallon of fuel.”
“But my car won’t chew up buildings,” I responded.
“It’s all in the transmission,” he explained. “This baby’s geared
for power. You see, it’s not how much power you’ve got that counts,
but how you use it!”
Leaving, I thanked him for his valuable lesson, with that sentence
running over and over in my mind: “It’s not how much power you’ve
got that counts, but how you use it!” When we consider the power in
our minds, in our personalities, in our talents and abilities, each of us
has more power than we could ever use. As I started the motor in my
car, I listened to the quiet purr of all that power. Then it occurred to
me that the car would sit there all day and eventually run out of gas,
unless I put the transmission into gear. I slipped it into gear, gently
pressed on the accelerator, and moved on toward my destination.
112
How to Move the Biggest Obstacle: Yourself
That’s the key, isn’t it? Power is useless until it is applied. Once
you act, the power inside you will take you toward your destination.
Action unlocks the door to success in any venture.
THE ENEMY IS US
Occasionally, that great philosopher of the comic strip, Pogo, has a

way of putting his finger (or “claw” if you prefer) right on the prob-
lem. Once, after trying to fight a battle that did not exist, he gave us
this bit of insight: “We have met the enemy, and the enemy is us!”
Thoreau said it a little more poetically: “As long as a man stands in
his own way, everything seems to be in his way.” In other words, the
greatest obstacle in our way on the road to success is ourselves. How
to apply the power that lies within us to move that obstacle is a ques-
tion of considerable importance.
“Nido,” said a young saleswoman who was about to be discharged
due to her repeated failures to meet quotas, “I know everything I need
to know to become a good salesperson. I know my company and its
products. I know how to sell. I know my territory. I come to these
meetings and get all charged up. Then I get back into the field and I
just can’t get going.”
I assured that young woman that she was not the only person who
had ever felt that way. Here are some tips I gave her to help her get
her life on track toward her goals. Perhaps you will find them useful.
TIP 1
Motivation Without Mobilization Means Frustration
“Don’t just stand there! Do something!”
To this often heard exclamation, the logical response is, “What
should I do?”
Unfortunately (or perhaps fortunately), nobody can tell you what
you should do. Only you know what your goals are. Many of the peo-
ple I encounter are frustrated because they want to be great salespeo-
113
ple, great secretaries, or great managers, but they don’t know how to
move their greatest obstacles—themselves. They are motivated, but
not mobilized.
To mobilize, according to Mr. Webster, means “to put into action
or motion.” The word, adapted from military terminology, once car-
ried the idea of “marshalling troops for a specific battle.” Carefully
disciplined soldiers going into combat have two main objectives: first
to defeat the enemy, and second to stay alive. Those priorities might
sound exactly the opposite of those that most of us would set if we
were going into combat. However, those who put their cause and
their country first are often called “heroes” or “patriots.” Those who
think primarily about their own safety are called “cowards” or “de-
serters.”
I’m not trying to make a soldier out of you, but merely point out
a very important principle that can change your outlook on life: What
you do is often more important than how much you do! Those who
adopt the song “Stayin’ Alive” as their credo for life, might do just
that, but whether they will ever do much more than that is doubtful. If
your preoccupation in life is to remain comfortable, to do what you’re
told, to do what feels good, or to keep doing only what you are ex-
pected to do, you will probably be just as frustrated ten years from
now as you are right now.
Virtually every great achievement of history was preceded by an
intense effort by the achiever to accomplish a goal—regardless of the
personal cost, the loss of comfort, or the opinions of others. These
achievers marshalled their inner resources in a specific direction to ac-
complish definite objectives. They put their personal power in gear
and steered it in the direction of their goal.
Mobilizing yourself involves three basic steps:
1. Decide what you want most to achieve.

2. Determine the first step toward getting what you want.
3. Do the first thing that will move you toward what you want.
Let’s look at these steps a little more in detail.
114
Step 1:
Decide What You Want Most to Achieve
We devoted a whole chapter to the value of setting goals and to mak-
ing goals work for you. You may have even done the exercise at the
end of the chapter. If not, I urge you to go back and do it. If, however,
your goals are already written out, broken down into manageable ob-
jectives, and reduced to specific tasks with definite deadlines, and if
you still can’t get yourself moving toward them, your goals probably
do not adequately reflect what you really want most to do with your
life.
A middle-aged minister once barricaded himself inside his home
and threatened to shoot anyone who tried to get to him. The incident
mystified members of his congregation because they described him as
a “loving and faithful minister” whose only problem had been that he
had had difficulty staying very long in his last three parishes. As the
story unravelled, it became apparent that the man had chosen the min-
istry only because the ministry was a family tradition—not because he
really wanted to do it. What he really wanted, he later said, was to
teach mathematics in a high school.
What a sad yet all-too-familiar story! Far too many people get
locked into doing things that they really don’t want to do; then they
try to “make the best of a bad situation.”
Probably the most decisive factor in determining whether or not
you will reach your goals is the intensity of your desire to reach those
goals. It’s important to be doing what is important to you.
Mobilizing yourself involves focusing, and keeping clearly in fo-
cus, precisely what you want to achieve. Goals have value only when
they are very personal to you.
Step 2:
Determine the First Step Toward What You Want
If taking the first step of a journey is important, then taking that step
in the right direction is equally important. Imagine how much of a
problem NASA would have had recruiting astronauts for their first
115
moon shot if they had not had a clear plan drawn up. “We have de-
cided we want to go to the moon,” they might have said. “But we’re
not sure exactly how to get there. We’re going to try out a few things
to see if they will work. We might lose a few people along the way,
but that’s the price you pay for progress.” Any person foolish enough
to enlist in such a venture would probably have been disqualified due
to a lack of intelligence. Instead, NASA used the opposite approach.
The administrators broke their goals down into manageable objectives
and planned carefully the first step that had to be taken.
One of the greatest reasons people cannot mobilize themselves is
that they try to do great things. Most worthwhile achievements are a
result of many little things done in a single direction.
Dreaming of owning a large and beautiful house someday is one
thing. Quite another thing is digging the foundation for that house,
making the sale that will move you closer to a down payment, or
putting $100 into your savings account to be used for only that pur-
pose. As long as our goals are so distant that they are only idle dreams,
we are not likely to gear up the power within us to reach out for them.
Mobilizing yourself involves deciding what you want, then deter-
mining what will get you what you want. That leads us to the third
step.
Step 3: Do the First Thing That

Will Move You Toward Your Goal
Do what will get you what you want. Do only what will get you what
you want. “Our main business is not to see what lies dimly at a dis-
tance;” said Thomas Carlyle, “but to do what lies clearly at hand.”
Many people have trouble getting themselves off dead center because
none of the things they must do will move them closer toward their
goals. They may try to kick themselves into doing something, but they
will never be successful because kicking themselves becomes in-
creasingly painful.
Even the most routine chores become palatable when we know
they are leading us toward the realization of our goals. If you have to
116
kick yourself to get out of bed every morning, check to see if what you
are doing all day is in the direction of your goals. For example,
William James, a noted psychologist, often observed that, “The
minute anything becomes personal with anyone, it becomes the most
interesting thing in the world.” To illustrate his point, he would ask his
students to consider a timetable. What could be duller than a
timetable? Yet, he would point out, when you are planning a trip, it is
hard to find anything more interesting. The change comes about when
the timetable enters your life in a personal way.
But remember, nothing works unless you do! Do what will get
you what you want. Breaking out of a pattern of doing what some-
body else expects you to do might be uncomfortable at first. Often you
have to take the first step before the second step becomes clear to you.
Uncertainty and risk are great deterrents to action. Just trust your
goals, and your ability to achieve them, enough to take the first step.
As you do, the second step will become clearer to you. One thing
seems fairly certain; if you shoot at nothing, you’ll hit it every time.
To mobilize yourself, decide what you want, determine what will
get you what you want, then act—do what will get you what you want
most to achieve. Motivation without mobilization means only frustra-
tion.
TIP 2
Keep Your Perspective in Perspective
The way you view what lies ahead of you often makes the difference
in whether you will get yourself moving in the right direction or con-
tinue to do nothing toward reaching your goals. For example, “The
only person who behaves sensibly,” said George Bernard Shaw, “is
my tailor. He takes new measurements every time he sees me. All the
rest go on with their old measurements.” David might have said, “Go-
liath is just too big for me to fight with this little slingshot.” But he ap-
parently decided that the giant was too big for him to miss. Recently,
I saw a sign in a bustling business establishment that said, “We hear
there is a recession—we have decided not to participate.” I like that!
117
“Perspective” is defined as “a point of view.” The word also

means “a view of things in their true relationship or relative impor-
tance.” Here are some pointers to help you keep your perspective in
perspective.
Pointer 1: Learn to Take the Long View

Cultivate the art of looking at events in their proper relationship to
your whole life. Often something appears for the moment to be a
tragedy, but it becomes only a minor annoyance when taken in the
context of your total life.
Sometimes even problems that cause major difficulty turn out to
be very positive developments. For example, while in Enterprise, Al-
abama, for a speaking engagement, I was taken to see the town’s
trademark—a large statue of a boll weevil.
“Why a boll weevil?” I asked.
“Many years ago,” replied my host, “the entire economy of En-
terprise was based on raising cotton. It was a poor little farming com-
munity with no future. Then, for several years in a row, the boll wee-
vil wiped out the entire cotton crop for miles around. The people were
starving.”
“Someone stepped forward,” he continued, “and suggested the
town diversify its crops and try to attract some industries. That’s ex-
actly what happened, and you see the result—a thriving, broad-based
economy. Had it not been for the boll weevil, we’d still be tied to cot-
ton. He’s our hero!”
If you could view your life as you do a highway from an airliner,
many of the detours and curves would make more sense. The value of
taking the long view of life is that it enables you to see problems as
opportunities, passing up the fun-for-the-moment to pursue a worth-
while goal.
Pointer 2: Learn to Take the Positive View

“Two people looked out from prison bars: one person saw only mud,
the other person saw the stars.”
118
There are two kinds of people in the world: the optimists and the
pessimists. Hold up a glass of water, and the pessimist says, “It’s half
empty,” while the optimist says, “It’s half full.” Pessimists say, “I
can’t,” so they don’t try. Optimists say, “I can” and at least try. Some-
one has said that “I can’t” actually means “I won’t try!”
Taking the positive view requires more than simply casting out
negative thoughts—although that is an important part of it. Positive
input must replace negative thoughts. In fact, the quickest way to cast
out negative thoughts is to feed enough positive thoughts into your
mind that there is no longer room for the negative thoughts. People
who take the positive view basically see the world as a good place.
They actively look for the good in other people and in situations, and
they act with hope and faith.
Pointer 3: Focus on Your Winnings

Most of us tend to react more sharply to pain than we do to pleasure.
We therefore tend to feel more intensely our losses, failures, our dif-
ficulties than we do our wins, our gains, our joys. You are probably
better at what you do than you realize, if you could remember how
well you have been doing it.
Here’s a way to keep your perspective: Keep score on your victo-
ries. Write down your “winnings” on a list, and keep the list where
you can review it often. Collect momentos of your victories, includ-
ing pictures, newspaper clippings, awards, and the like. You might be
surprised at how many of these things you can legitamately gather.
Remember, it is always easier to “curse the darkness” than it is to
“light a candle.”
Pointer 4: Learn to Be Flexible

A giant skyscraper might sway as much as six or eight feet in either
direction. If it didn’t have that much flexibility, it would break under
the force of a strong wind. Likewise, people who become “married”
119
to a single viewpoint tend to become increasingly frightened by any-

thing that seems to threaten that position. Your creativity in solving
problems, and in taking advantage of opportunities, is often related di-
rectly to the amount of flexibility you have.
For example, many farmers sat around and complained about the
increasing cost of electricity, and the unpleasantness of disposing of
all the fertilizer that their cows generated. But the Waybright brothers,
who with their brother-in-law run the Mason Dixon Farms near Get-
tysburg, Pennsylvania, decided to quit complaining and start generat-
ing—electricity, that is. They have constructed a power generator that
uses methane gas produced by heated cow manure from their herd of
2,000. With this generator, they have succeeded in cutting their annual
power bill from $30,000 to $15,000.
Inflexibility caused the surrounding farmers to laughingly call the
project “Waybright’s folly.” But no one is laughing any longer. In fact,
agriculture ministers from around the world, congressmen, and farm-
ers are streaming to the Waybright farm to see how it’s done. Soon the
Waybright Brothers expect to sell some excess power to their neigh-
bors. And that’s no bull!
TIP 3
Master Your Emotions; Don’t Let Them Master You
The drug addict, the alcoholic, and the habitual criminal all have one
thing in common: They have allowed their feelings to dominate
them.
“I don’t feel any different than I did when I came in here,” a
young woman said to me at the close of one of my motivational sem-
inars. “I guess I’m not cut out to be a highly motivated person. I’ve
read so many books, and heard so many tapes, that I know all the rea-
sons for becoming a real go-getter . . . but I just don’t feel like doing
anything!”
As she reeled off the list of books she’d read, it became obvious
that she’d missed most of what the writers had said.
“What have you done about what you have read?” I asked.
120
“I’ve tried to change my attitude,” she protested, “but I’ve got to

be honest with myself—I just don’t feel any different!”
“The way you feel has little to do with your success or failure,” I
told her.
“What do you mean?” she asked.
“If I handed you an envelope and told you it contained a million
dollars, would you hand it back to me and tell me it didn’t feel like it
had a million dollars in it?” I asked.
“No!” was her quick response, “I’d open it to see if you were
telling me the truth!”
After a long pause, a smile broke on her face.
“Now I get it!” she said with a look of triumph, “I wouldn’t know
if it were true until I checked it out—no matter how I felt!”
Our emotions are our least dependable, and often our most de-
ceptive, sensing devices. What the wise old masters have told us in a
thousand ways boils down to this: It is easier to act your way into feel-
ing the way you want to feel than it is to feel your way into acting the
way you want to act! In other words, master your feelings; don’t let
them master you:
• If you work only on days you feel like working, you’ll never
amount to much.
• If you do your best only when you feel like doing your best,
your work will probably be pretty shabby.
• If you take charge of your emotions, they will work for you, not
against you.
Watch That Trap

Mark Twain once gave very sound advice to a group of young people
who were working toward ambitious goals. “Keep away from people
who try to belittle your ambitions,” he said. “Small people always do
that, but the really great make you feel that you, too, can become
great.” If you would be successful, walk and talk with successful peo-
ple.
121
TIP 4
Make Time Work for, Not Against You
How you use your time today is important, because you are exchang-
ing a day of your life for it. “Remember,” said Thomas A. Kempis,
“that lost time does not return.”
Killing time is hard work. Time might fly when you’re having
fun—that is, when you are busily engaged in pursuing worthwhile
goals—but it can drag when you are just killing time—doing busy
work or simply putting in hours. Yet it is amazing to me how hard
some people work at killing time.
Start Early Each Day. “The early morning hath gold in its
mouth,” said Benjamin Franklin.
Have you ever noticed that the first few waking moments of a day
tend to set a pattern for the remainder of that day? “I overslept this
morning,” said a comedian, “and in the rush to get started, I burned
my toast, spilled coffee all over my suit, and cut myself shaving.
My neighbor’s dog bit me while I was rushing to my car—which
wouldn’t start. . . . From there, the day seemed to go downhill!”
To some people, every morning is “the morning after.”
But what a difference when we awaken early, refreshed after a
good night’s sleep, with something exciting to do first thing! It gives
us time to greet God, to welcome the new day with all its exciting pos-
sibilities, and to get in touch with the inner resources that enable us to
take on the challenging prospects lying before us. I like to greet the
day with the feeling expressed in the old saying, “This is the first day
of the rest of my life.” Yesterday, with all its frets and worries, ended
when I fell asleep last night. Today is a new day, a fresh new page on
which I can write some fine moments, if I only try.
The best time to move your greatest obstacle—yourself—is first
thing in the morning.
Keep Moving. Make inertia work for you! “There is a condition or

circumstance that has a greater bearing upon the happiness of life than
122
any other,” said John Burroughs. “It is to keep moving.” He compares

our lives to a stream of water. “If it stops, it stagnates,” he concludes.
Remember, a body in motion tends to remain in motion, in the
same direction, and at the same speed, unless acted upon by an out-
side force. For example, experts tell us that it takes less fuel to keep a
car running, once it is in motion, than it does to get it started. Perhaps
one reason some people are so tired at the end of a day is that they
used up too much “fuel” trying to get themselves going after count-
less stops during the day.
Know What to Do Next. One secret of keeping your life moving is

to always know what you are going to do next. As a case in point, a
great writer once confessed that the most awesome thing for him was
a blank piece of paper in the typewriter. So he developed a plan to
counter the problem. Each day, when he was ready to quit writing, he
would leave a piece of paper in the typewriter with a sentence half fin-
ished on it. The next morning, the first thing he would do was to fin-
ish that sentence. Soon he would be thoroughly engrossed in his writ-
ing and off to a productive day.
A “to do” list, an assignment neatly stacked on your desk, or a
time schedule will serve the same purpose. Since confusion is one of
the greatest hindrances to action, it helps to always know what you are
going to tackle as soon as you finish every task.
TIP 4
Be a Self-Starter
Are you a thermometer or a thermostat? A thermometer only reflects
the temperature of its environment, adjusting to the situation. But a
thermostat initiates action to change the temperature in its environ-
ment. Correspondingly, losers only adjust to their situations. They do
what seems to be expected of them. They react to their environments.
But winners decide what needs to be done and take action. They drive
their energies, and they are not driven by them. They learn how to push
things through to a successful finish, then move on to the next task.
123
Avoid Excuses. Winners make their goals; losers make excuses.

Take a look at some of the classic excuses people use to justify not be-
ing self-starters:
1. I didn’t know what you wanted.

2. I didn’t know you needed it right away.
3. I don’t know how to do it.
4. I’m waiting for an okay.
5. That’s not my job.
6. Wait until the boss gets back.
7. I forgot.
8. That’s not the way we’ve always done it.
9. I just didn’t get around to it.
10. I might do it wrong.
Successful, self-starting individuals seek responsibility. They take cal-

culated risks. They don’t make excuses to cover up their inactivity.
TIP 6
Give Everything You Do Everything You’ve Got
Dr. Peale was right! Enthusiasm does make the difference! In fact,
Ralph Waldo Emerson said, “Nothing great was ever achieved with-
out enthusiasm.” And W. H. Sheldon said, “Happiness is essentially a
state of going somewhere wholeheartedly.”
What Is Enthusiasm? Enthusiasm is more than a “buzz word” for

motivational speakers and writers. It is a way of life for those people
who are achieving. “For as long as I can remember,” confessed
Samuel Goldwyn, the famous Hollywood producer, “whatever I was
doing at the time was the most important thing in the world for me.
. . . I have found enthusiasm for work to be the most priceless ingre-
dient in any recipe for successful living.”
124
Enthusiasm Is:
A positive inner force that makes things happen
A gracious and polite bid for attention
A method of diplomacy and persuasion
A cooperative spirit
An excitement for life
Enthusiasm comes from an ancient Greek word meaning “inspired.”

In modern dictionaries it is defined as: “A warmth of feeling: keen in-
terest: fervor.” To comprehend enthusiasm, imagine an artist doing a
pencil sketch of a beautiful pastoral scene at sunset. When the sketch
is completed, it is proportionally correct, exact in detail, and sharp in
contrast. But it is dull and uninteresting because it lacks color, shad-
ing, warmth. Now the skilled artist takes brushes and plays light
against shadows, adds colors and hues, and paints in depth and feel-
ing. Suddenly the picture comes alive.
Enthusiasm is the color of inspiration and courage. It is the light
of creativity and insight. It is the depth of emotion and the feeling of
purpose.
Enthusiasm enables you to move your biggest obstacle—your-
self!
How Do You Get Enthusiasm? Vince Lombardi is a name that is

synonymous with enthusiasm in American life. When he took over the
Green Bay Packers, they were on the bottom. In 1958, they lost 10 out
of their 12 games, tied 1 and won 1. When they came to camp in June
of 1959, the players were greeted by a new coach, Vince Lombardi.
“Gentlemen, we are going to have a football team,” said the new
coach, according to an article in Guideposts Magazine. “We are going
to win some games. Get that!”
Now how were they going to do that?
“You are going to learn to block, run and tackle,” he said. “You
are going to outplay all the teams that come up against you.”
Then he threw in the clincher!
“You are to have confidence in me and enthusiasm for my sys-
125
tem,” he ordered. “Hereafter, I want you to think of only three things:

your home, your religion, and the Green Bay Packers! Let enthusiasm
take ahold of you!”
What followed is great evidence that “enthusiasm is contagious.”
It did take ahold of them. With virtually the same players, they won
seven games the next season. The following year, they won their divi-
sion title, and the third year, they won the world championship. That
team is often referred to as the “great dynasty” of professional foot-
ball.
One Day at a Time. If you are having trouble getting yourself go-
ing, select the most important and “do-able” task available. Then let it
become the focal point of your attention. Just for today, give it every-
thing you’ve got! Then, again tomorrow, do the same thing. Eventu-
ally, it will become a beautiful and exciting pattern that will produce
incredible results.
THE TIME IS NOW, THE PERSON IS YOU
If you’ve been sitting around waiting for a better opportunity, a better

job, a better set of circumstances, recognize that waiting is a dead end
street. For example, I’m sure you’ve seen the “distinguished world
travelers” who approach people on the streets and ask for handouts.
“There’s a fellow coming in on the next train who owes me some
money,” they will tell you. “Can you loan me a dollar to get something
to eat?” they ask. Two things are really sad about such scenes. First,
many of them actually seem to believe what they are telling you, but
somehow the person with the money never shows up. Second, their at-
titude is not that different from many people I meet at seminars and in
firms where I’m called in as a consultant. You’ll always find those
people who are waiting for their opportunity to come along.
Losers wait for something to happen; winners make things hap-
pen! Winners decide that they will take charge of their lives, and not
trust their futures to circumstances or situations in which they find
126
In this exercise, you have an opportunity to put into practice what

we have talked about in this chapter.
1. Write down the first step you must take to begin moving toward your
biggest goal:
______________________________________________________
______________________________________________________
______________________________________________________
2. List the three biggest reasons you have not taken this step before
now:
______________________________________________________
______________________________________________________
______________________________________________________
3. Now write down a strategy for overcoming each of the three rea-
sons:
______________________________________________________
______________________________________________________
______________________________________________________
4. Set a target date to complete the implementation of each of the three
strategies:
______________________________________________________
______________________________________________________
______________________________________________________
Exercise 10–1. Taking Steps
themselves. If you want to move your greatest obstacle, realize that

the obstacle is yourself—and that the time to act is now! Concentrate
on developing the success habit, and create an atmosphere of success
around yourself!
Remember, whatever keeps you from reaching your goal for to-
day had better be important—it’s costing you a day of your life!
127
Chapter
11
To Catch a Thief
What would you do if you found yourself in the following situation?

When you return to your house tonight, you find that someone has
been there in your absence—an intruder, a thief! Quickly, you search
through your belongings and find only one thing of value missing. Al-
though angry, you are relieved that nothing else was taken. Besides,
you reason, the stolen item is covered by insurance.
But tomorrow night you discover that the thief has returned and
taken only one thing of value. By now you are steaming mad, but you
are still covered by insurance. Night after night you return home to
find that, each day, the thief has returned and taken one thing you
value. Soon your insurance is cancelled—so that each thing the thief
takes costs you dearly. Moreover, you resent the theft of your hard-
won possessions. Your neighbors say they never see the thief. And the
police are mystified.
The question, What would you do?
You call a private investigation firm and ask if they can help.
“Certainly,” says the chief detective, “I have six investigators I
will put on it right away. Their names are Who, What, When, Where,
Why, and How. They can catch any thief!”
Using these six investigators, let’s see if we can capture the thief
who steals something of far more value than items from your house—
129
although this thief often steals money and things money can buy. Who
is the thief? Procrastination! We will examine how procrastination
robs us and what we can do to stop him.
WHO PROCRASTINATES?
First, who procrastinates? Unfortunately, almost all of us put off

things we know we need to do, as well as things we want to do. Some-
how we convince ourselves that we will have more time later or that
the task will be easier at another time. But we never seem to have
more time, and the task usually gets harder the longer we wait to
tackle it.
For some people, procrastination becomes a way of life. As an il-
lustration, a man found an old shoe ticket in a desk drawer he was
cleaning out. Try as he may, he couldn’t remember the pair of shoes
it represented. So he concluded that it must be several years old. Out
of curiosity, he stuck the shoe ticket into his pocket, and, on his way
home that night, he stopped by the shoe shop. Without saying a word,
he handed the ticket to the old cobbler. The old fellow studied the
ticket for a minute, shuffled into the back room, and soon returned.
“They’ll be ready next Wednesday!” he said with his usual unruf-
fled smile.
An industry leader said to me recently that he wanted to promote
a bright young salesperson who was working for him.
“But,” he told me, “He never gets anything finished. His desk is
full of unfinished reports, his log sheet is full of calls he intended to
make, and he’s always going to answer my memos tomorrow!
As I listened to this executive, I realized that there are many
young women and men out there who could really go places if they
would break the procrastination habit.
How big a problem is procrastination to you? Only you can an-
swer this question because only you know how often you put things
off. Furthermore, procrastination is a problem that only you can solve.
But you can solve it!
130
To Catch a Thief
Some of the leading figures in American life have made it big be-
cause they solved the problem of procrastination. Dr. Norman Vincent
Peale, in The Power of Positive Thinking, describes how procrastina-
tion nearly swamped him until he did something about it. Here’s his
formula for arresting procrastination:
1. Pick one area where procrastination plagues you, and conquer

it.
2. Learn to set priorities and focus on one problem at a time.
3. Give yourself deadlines.
4. Don’t duck the most difficult problems.
5. Don’t let perfectionism paralyze you. If you put everything off
’till you’re sure of it, you’ll never get anything done.
WHAT IS PROCRASTINATION?
Although procrastination is a thief of time, it is more than that. It is a

nasty habit that robs us of our self-respect and the respect of others,
that costs businesses many dollars, and that closes the door on oppor-
tunities.
Procrastination not only hinders our careers, it robs us in our per-
sonal lives. Often an encouraging word to a struggling friend some-
how never gets said. An intended word of praise is never expressed.
Or we never get around to that act of love we meant to do for some-
one. Procrastination steals such things from us and from those they
could have helped.
What is procrastination? It is delaying anything you need or want
to do, until later—when there is no valid reason to do so.
WHEN DO WE PROCRASTINATE?
For some of us, I fear the answer to that question is “far too often!”
Snooze alarms, for example, start the day out on a note of procrasti-
131
nation for many people. They let you sleep for five minutes more, then
five minutes more, then five minutes more. They must be popular be-
cause so many of them have been sold in recent years. Any day that
starts with lying in bed—planning to get up later—is sure to be a day
of putting things off. Once the pattern is set, it is hard to break.
Here are some tips that can help you get off to a good start each
morning and keep fighting procrastination all day:
1. Get ready for the next day before you retire. Before you go to
bed, lay out everything you need for the next morning. Set a
fixed routine for getting started every morning so you won’t
have to make decisions first thing. Make sure you have some-
thing to look forward to, again first thing.
2. Get a good night’s sleep. Allow enough time. Go to bed with
nothing on your stomach and nothing on your mind. Too much
food or drink in the evening will make you restless. Practice
emptying your mind as you empty your pockets, so you can
rest unworried.
3. Use your alarm correctly. Set it for the time you need to get
up, and then get up when it goes off.
4. Exercise first thing. There’s nothing like a vigorous workout to
get your blood circulating and your body ready for the day.
5. Greet the day in the way that appeals most to you. Some peo-
ple find awakening to be a shattering experience and need to
start out slowly. Others find they can hit the ground running,
and prefer to do it that way. Find the pattern that best suits you,
and stick to it.
6. Take some time early to get in touch with your inner resources.
Doing so helps to fill your mind with positive thoughts before
it has time to follow the natural pattern of dreading the prob-
lems of the day.
7. Have your whole day planned, and stick to your plan. Having
every minute planned, even though you may have to push
aside your plans several times during that day, is better than al-
ways wondering what you will do next.
132
To Catch a Thief
The only way to beat procrastination is to hit hard first thing in the
morning, and stay after it all day, everyday!
WHERE DO WE PROCRASTINATE?
This question might sound odd because some people seem to pro-
crastinate everywhere they go. But, unpleasantness seems to be linked
very closely to putting things off. I talked with one person who had
been a real go-getter while he was out in the field selling. He was so
good that they promoted him to regional sales manager. As an execu-
tive, he found that he spent most of his time planning what he was go-
ing to do next.
As we talked, he discovered that he had enjoyed selling im-
mensely, but he hated being put into a position in which he had to
make decisions all day. As a result, he would put off those decisions.
The more he looked at those decisions, the bigger they got, until he
was overwhelmed. I shared with him an old saying: “If you must
swallow a bullfrog, don’t look at him too long, lest he become too big
for you to swallow!”
All of us tend to procrastinate wherever we must make unpleas-
ant choices. If we can change those situations, we owe it to our-
selves—and to those around us—to change them. If we cannot change
the unpleasant surroundings, we can best serve ourselves by doing
what needs to be done as quickly, and as well, as we can.
WHY DO WE PROCRASTINATE?
“Man who waits for roast duck to fly into mouth must wait very, very
long time,” says an old Chinese proverb.
I’ve never met a person who liked putting things off, or the results
of putting them off, but I’ve met a lot of people who do it. If we dis-
like it, and its effects, then why do so many of us do it so often?
133
Let’s look beyond the flimsy excuses most of us offer to see if we

can discover some of the real reasons behind our procrastination habits:
1. We kid ourselves into believing we’ll have more time later. This
tendency is especially true if the job we’re putting off is a big one. But
it also shows up in little things, like putting things back in their places
when we have finished with them. Sooner or later, we have to face the
consequences. And usually the task is bigger later than it would have
been at the start.
2. They seem unimportant now. Maybe the results are too long-
range for us to consider them important at the time. Perhaps we are so
busy doing other things we have put off until they have become more
urgent. Or sometimes we are simply not committed to them. Some
people procrastinate so much that all they can do is run around like
firefighters all day—putting out fires that should not have gotten
started in the first place.
3. We are not pressed for completion. Many people are so undis-

ciplined that, unless someone is pushing them to complete a task, they
simply won’t make it a priority. When they are pushed, they feel put
upon.
4. We put off tasks because they seem unpleasant, difficult, or te-

dious. When we dread doing something, it’s usually easier—for the
moment—to come up with an excuse. Unfortunately, most of us find
the dread to be counterproductive because the longer we dread the
task, the worse it seems.
By far, the most common excuse is the last one: We dread doing
something, so we put it off. All other excuses usually boil down to
variations of these four reasons.
Simple mathematics can help us realize the folly of kidding our-
selves about procrastination. Let’s say we have a task that will proba-
bly take an hour to complete, and we put it off for two weeks. Most
134
To Catch a Thief
of us will worry, off and on, at least ten minutes each day about what
we must do. Add a few minutes for the extra time it takes to do it be-
cause we have let it pile up. Total up the time worrying, the time
added by delay, plus the original time required, and we have suc-
ceeded in turning a one-hour job into a three-and-a-half-hour job. But
that’s not the worst part of it. The emotional drain of worrying about
it saps energy that we need to do other jobs we are attempting.
So why do we procrastinate? It becomes a habit.
HOW DO WE PROCRASTINATE?
Are you like the fellow who said, “I’ve decided a thousand times to
quit putting things off, but I never got around to it”? The interesting
thing about procrastination is that it has more to do with what we fail
to do than with what we do. Usually, it means we simply fail to act on
something we feel we should do. In fact, the way most of us procras-
tinate is to do nothing about something we should be doing something
about. We wait for conditions to change, for a better opportunity, for
the task to become more urgent. But mostly we wait until we feel
more like doing it.
Remember, taking charge of your life means that you control your
emotions, rather than allowing them to control you.
ARREST THE THIEF
We have called procrastination a nasty habit. Another name for a habit

is a rut, which is nothing more than a grave with both ends knocked
out of it! Putting things off has seldom been associated with winning.
It’s the losers who wait for things to happen. The winners in the game
of life make things happen.
Of course, we’re not talking about delaying an action for a valid
reason. Some actions are best put off. For example, a campaign
against procrastination once backfired. The manager of a large office
135
decided too many things were being put off, so he posted a large sign
in the office which said, “DO IT NOW!” The next week, the head
bookkeeper absconded with $100,000, two junior executives turned in
their notices and took jobs with competitors, the boss’ secretary an-
nounced she was pregnant, and a clerk committed suicide.
Needless to say, the sign came down!
There are often legitimate reasons to postpone action. Waiting
makes good sense—not procrastination—when you must have more
information before you can take action, when an action would cause
needless hurt to someone, or when conditions are simply not right. In
those cases, waiting by design becomes positive action. Procrastina-
tion is the unnecessary delaying of a task that should be done imme-
diately.
How Do You Arrest The Thief?

Here are some handcuffs you can use:
1. Get yourself organized and stay organized. Learn to schedule

your tasks, set deadlines for yourself and others, and live by your
schedules. Make appointments with yourself to start important pro-
jects at specific times, and keep those appointments faithfully.
2. Practice self-dscipline. Make up your mind that you are going

to adopt and live by the “do-it-now” attitude for every legitimate task.
3. Write down tasks that have been hanging too long and set a
target date to begin and finish each. Set in motion a series of actions
that will lead you to the habit of getting things done on schedule.
4. Learn to be decisive about tasks. Learn to decide whether or

not a task is worth doing and act accordingly. If it is not worth doing,
forget it—don’t let it clutter your life. If it’s worth doing, write it into
your plans and do it!
136
To Catch a Thief
Make a list of at least five things you have been putting off until
later, and set a target date to start and finish each:
1. Task______________________ Start__________ Finish________

Exercise 11–1. Arresting Procrastination
If I may paraphrase Smokey the Bear, “Only you can help stamp out
procrastination.”
Go ahead . . . what are you waiting for?
137
Chapter
12
Leadership: The Winner’s Task
“F ew people are successful unless a lot of other people want them

to be,” said Charlie Brower. How true that is! Whether you are a
teacher, a lawyer, a salesperson, an artist, or an executive, your suc-
cess in life depends in large measure on how well you are able to en-
list the aid of other people in reaching your goals. Further, if you have
written happiness into your plans for success, that happiness is
strongly related to your ability to make sure that other people get
something out of their relationships with you.
THREE KINDS OF PEOPLE
Someone has observed that there are basically three kinds of people:
1. Those who, when confronted with a situation, can determine
what needs to be done, come up with a way of doing it, and
get it done.
2. Those who, when confronted with a situation and shown what
needs to be done, can come up with a way of doing it and get
it done.
3. Those who, when confronted with a situation and shown what
needs to be done and how to do it, can get the job done.
139
Which kind of person are you? Are you a “take-charge” person who
can, when faced with a situation, decide what needs to be done, figure
out how to do it, and then get it done?
Leaders Are Made, Not Born

Some people seem to be effective leaders with what appears to be a
minimum of preparation and effort. They seem to possess a certain in-
nate magical ingredient that we often refer to as “charisma.” However,
if you study the careers of the truly great leaders of history, you find
that their “charisma” grew more from what they did than from some
mysterious quality they possessed.
Napoleon, for example, is often thought of as a great military
strategist and a strong personality. Yet Napoleon said that the secret of
his success lay in his ability to arouse men to action by the techniques
he utilized. The same can be said for the Lincolns, the Roosevelts, the
Kennedys, and many others.
Remember, what you are and hope to be is the way you experi-
ence yourself, but other people experience you by what you do. What
you do leads other people to join in and to help you to reach your
goals.
PRINCIPLES OF LEADERSHIP
Every person is different. Every leadership situation is different. And

every task is different. What works for one person, in one situation or
in the completion of one task, might not work with others. However,
certain underlying principles, employed by the great leaders of his-
tory, can help us become more effective leaders.
PRINCIPLE 1
Understand the People You Would Lead
The most fundamental principle of leading other people is to under-
stand the people you would lead! Desire is the key to any form of dis-
140
cipline or attempt at motivation. “If you would be successful as a

leader,” someone said, “discover what people want, and help them
achieve it.” Your success comes when you are helping other people
achieve what is important to them.
Charles Percy was made president of Bell & Howell, Inc. before
he was forty years old. A business news reporter, fascinated by his
rapid rise to such a responsible position, asked many people to what
they attributed Percy’s success. “From the very beginning,” the an-
swer always came back, “he showed a knack for being able to get the
most out of other people.” This sensitivity to the needs and desires of
other people ultimately led him to national prominence as a U.S. Sen-
ator.
Whether your task is to sell or market products, to lead people to
produce goods or services, or to help people change their lives, the
principle is the same—know and understand those you would lead.
Perhaps this requirement is why so many successful leaders are such
avid students of human nature. Perhaps this is why they are fascinated
by subjects like psychology, sociology, philosophy, and religion. They
want to understand why people act the way they do. “We don’t want
geniuses for managers,” says a well-known company president, “We
want people who can motivate other people to do good work.”
Much has been said in recent years about the increasing role of
the computer in business and our world in general. Many even fear
that computers will take over the leadership of this world. I believe
computers will never be able to assert strong leadership over people
for one simple reason—they simply don’t have the capacity to under-
stand human nature. Computers lack the ability to comprehend the il-
logic of human emotions, the capacities of people to love, to desire,
and to fear, or the qualitative dimensions of a person’s work habits.
For example, one person tries to get by with as little effort as pos-
sible, to turn out sloppy work and get away with it, or to cover up mis-
takes. Yet another person becomes a “workaholic,” strives for excel-
lence, and corrects his or her own mistakes. A computer can report the
end result. It may even collect enough data to determine what best
motivates people in a given situation. But it takes the sensitivity of the
141
human mind to understand why certain people react as they do, to spot
the potential for better performance by changing the situations in
which people work, and to lead people toward better performance.
There will always be room in the workplace, and in the area of hu-
man services, for leaders who can spot the strengths and weaknesses
of an individual for a particular task, and either structure that task to
build on those strengths or find another task that will be more suitable.
By the same token, a computer in a mass-production facility would
blow a circuit trying to find a place for a person like Antonio Stradi-
vari who said, “Other men will make other violins, but none shall
make a better one.” To this day, the violins he made bring from
$15,000 to $500,000.
But a sensitive leader would not try to fit a man like Stradivari into
a production line. Instead, that leader would utilize his talents in de-
signing prototypes or in making special violins for a very limited and
discriminating market.
Whatever else you may learn about leadership, nothing will ever
make you more effective than a genuine and sincere interest in those
people you would lead, along with a keen understanding of their
strengths and weaknesses. The “big stick” approach to leadership went
out with the dark ages. If leaders try to operate in today’s complex
world with the notion that “the boss may not always be right, but he’s
always the boss,” they will find most of those they would lead “march-
ing to the beat of a different drummer.” The self-centered individual gets
frustrated by the weaknesses of others and by their apparent lack of mo-
tivation to do the tasks to which they are assigned, but the creative
leader looks for ways of capitalizing on their strengths and desires.
PRINCIPLE 2
Master the Basic Tasks of Leadership
Of basically three types of leadership, each has its place.
“Autocratic” Leadership. This type of leader maintains tight con-

trol of the group, holds few meetings, and barks out orders. A fire
142
chief, coming to the scene of a major hotel fire, might illustrate the
best of “autocratic” leadership. It would be foolish for the chief to call
a meeting of all the firefighters to try to decide what they should do
first. You would most likely hear orders like: “Move unit one to loca-
tion X! . . . Bring that hose over here! . . . Take three men and go in
there!” At least, if I were in that burning hotel, that’s what I would
hope the chief would do!
“Democratic” Leadership. The leader calls meetings and asks for

input from various people, then allows the group to decide what should
be done. For example, after a fire, that same fire chief might meet with
the department heads to critique how well the department handled the
situation and how they could be more effective in future fires.
“Free-Rein” Leadership. Here the emphasis is on loose control

and maximum participation. The leader leads the group to explore and
adopt solutions to problems. Again, the fire chief might well call a
meeting of all the people in the fire department to participate in a
“brainstorming” session to collect ideas as to how future fires could
be prevented.
People who lead successfully know how to determine which type

of leadership each situation needs, and they seek to adapt their styles
of leadership to those situations.
Regardless of the leadership style called for, the leader must per-
form five basic tasks or operations. Master each of them, and you can
become an effective leader.
Task 1: Set Goals and Objectives

As a leader, you must set goals and objectives for those you would
lead. This involves knowing what needs to be done and how to get it
done. Just as in your personal goal-setting function, you need to pro-
vide purpose and direction for the people you would lead. This task
might sound simple, but it can often become very complex. If we may
143
go back to the fire chief for illustration, the chief must set priorities
for all of the resources available.
The effective leader knows how to assess a situation, set priorities,
and establish goals. The obvious goal is to put out the fire. However,
if you happened to be in the hotel, you would probably hope that the
fire chief would place saving lives above putting out the fire. Goals for
coping with the fire might be: (1) Minimize the danger to human life,
(2) contain the flames, smoke, and fumes, (3) protect as yet undam-
aged property, and (4) put out the fire.
Task 2: Plan and Organize

If you would lead, you must learn how to plan and to organize the
available resources to tackle the challenge at hand. This task includes
analyzing what decisions need to be made and by whom, dividing the
work into manageable tasks, and selecting the people to do the jobs
called for. It includes such questions as:
• What activities need to be carried out?

• What resources are needed to perform those activities?
• How can the people and other resources available be used to
maximum advantage?
• What specific contribution can each available person be realis-
tically expected to make?
Our overworked fire chief is likely to be very ineffective at fighting a

major fire unless he has done some advance planning. For example, in
meeting the priority of saving lives, he needs a team of specially
trained, specially equipped, and properly supervised people to go to
the rescue of those in peril. That team also needs a wide variety of
backup systems to help them carry out their task.
Task 3: Communicate and Motivate People

The leader communicates what is to be done, who is to do it, and how
it is to be done. Then comes the task of motivating people to do it. By
144
effectively communicating and stimulating people to act, the leader

pulls the individuals together into a team. Each person’s task is de-
signed to contribute to the progress of the team as a whole. Those who
are led must be made to understand the overall objectives of the
group, along with the role each of them must play to enable the group
to meet those objectives.
The burden of communicating always rests primarily on the
shoulders of the leader. In many ways, this task is often the toughest
for the person who would lead. Management experts say that nearly
80 percent of the failures of organizations to reach their goals can be
traced to a breakdown in communications. In other words, people who
fail to carry out their assigned tasks most often do so because they
don’t understand what is expected of them. If someone fails, it is usu-
ally unproductive to upbraid the person because he or she didn’t un-
derstand.
Returning to our example, a team leader who doesn’t understand
that role might desert his post and try to play the hero in rescuing an
individual. His failure might well jeopardize the lives of several of his
team members and hamper efforts to rescue many other people in
peril.
Like the skilled and sensitive conductor, the able leader orches-
trates the talents and motivations of the individuals in the group to
produce the harmony of teamwork.
Task 4: Measure Performance

The leader measures performance. That everybody is busy “doing
something” is not enough. Each person must be contributing what is
expected in relation to the overall task. This process is the responsi-
bility of the leader. This task involves deciding how and with what
yardsticks performance will be measured, making every person aware
of the criteria by which he or she will be measured, and relating the
performance of each individual to the overall goals and objectives that
have been set.
145
Task 5: Develop People

Finally, leaders develop people—including themselves. Effective
leaders know that every person in the organization must grow and
learn constantly. Farsighted leaders know that tomorrow will be an-
other day, presenting challenges and opportunities that are even
greater than those of today. So such leaders cultivate the available tal-
ent to keep expanding horizons. More than that, perceptive leaders
know that people perform better in their present situations when they
see themselves as learning, expanding their horizons, and growing.
Developing people is a constant process for the effective leader.
PRINCIPLE 3
Master Basic Tools and Skills of Leadership
The leader can use certain basic tools and skills to become more ef-
fective at getting people to do things. Let’s look at these tools:
Tool 1
Workable, Reasonable Objectives
When people are told to do something in a general way and when they
get the time, that’s usually the way it gets done—if it gets done. Ef-
fective managers not only set goals and objectives for themselves;
they set goals and objectives for all they seek to lead. And they take it
one step further: They involve those to be led in the goal-setting
process and encourage them to set objectives for themselves. A well
run organization places constant emphasis on planning—from the top
down to the lowest level of activity. When people are involved in the
process of setting goals and objectives, they are more apt to be sup-
portive of the leader’s efforts to get things done on schedule.
In addition, people who are actually responsible for carrying out
objectives can often give valuable input. For example, Henry Ford of-
ten said that when he had a time-consuming and unpleasant task to do,
he would assign the “laziest man I can find” to do the job. “Within a
146
day or two, he will come up with a quick and easy way to do it,” he
observed.
Workable, reasonable objectives for all people in the organization
are an effective tool of leadership.
Tool 2
Effective Monitoring Techniques
Often a leader, despite a “gut-level feeling” that an organization or a
group of people is not living up to its potential, can’t seem to put a fin-
ger on just why. Usually, the reason is that there are not adequate sys-
tems for monitoring the progress of individuals and units toward the
objectives that have been set. The effective leader knows what each
person is doing, in relation both to his or her capabilities and to the
objectives that have been set for them.
Simple time-management techniques can help to increase the effi-
ciency of each person in an organization in several ways. First, they
can make the person aware that time is important. Second, they can
give the person a goal. Third, when carefully monitored, they can pro-
vide the basis for rewards and reproofs.
Performance standards can be used to increase the effectiveness
of all people who are contributing to the objectives. Some of the tools
leaders use to monitor performance are:
1. Measurement of accomplishment of the assigned task: This

tool includes such things as production quotas, work sched-
ules, and deadlines.
2. Measurement of activities: Allowance must be made of as-
signed jobs that do not relate directly to the accomplishment
of the leader’s goals but that are important to the overall oper-
ation.
3. Qualitative and intangible measurements: These would in-
clude customer goodwill, planning and organizing abilities,
imagination and creativity, ambition, appearance, and knowl-
edge of the company and its products.
147
Tool 3
Productive Meetings
In a scene from the movie Ben Hur, Judah Ben Hur was trying to get
a team of horses to pull a chariot. They were magnificent, high-
spirited animals—yet they were pawing the ground, balking at his
commands, and scarcely moving the chariot, despite his strong voice
and the constant cracking of his whip. A skilled old horse trainer ap-
proached and instantly put his finger on the problem. “They are not
pulling together as a team!” he told young Judah Ben Hur. The old
man adjusted the rig, carefully aligned the horses, and climbed into
the chariot. He cracked his whip and instantly—four horses started as
one. Around the track they went at breath-taking speeds.
“They are beautiful babies,” said the old man as he handed the
reins back to Judah, “But you must make them work together as a
team.”
That is a good scene to keep in mind each time you are called
upon to lead a meeting. As a leader and motivator of people, you will
probably be called upon many times to conduct meetings. The success
or failure of those meetings depends largely on how effective you are
as a chairperson. Often the mindpower assembled in a room is awe-
some, but it is up to you, the leader, to get all of those minds to work
together as a team.
Good meetings don’t just happen! They are the result of the skill-
ful use of certain basic ingredients:
1. Careful planning and preparation before the meeting.

2. Strong leadership at the meeting.
3. Proper handling of distractions.
4. Effective follow-up.
Leading meetings can be one of the most challenging and exciting ac-
tivities of your career and community life. Those who do it well ex-
perience the rewards of leading others to fulfillment and meaningful
activity.
148
Tool 4
Effective Communication
Experts say that at least 80% of what a leader does can be summed
up in one word—communication! So important is this tool of leader-
ship that we devote an entire chapter to it later. At this point, how-
ever, we must understand its role as one of the most vital tools of
leadership.
Every time I speak at a convention in San Francisco, I go for a
ride on the Golden Gate bridge. I have always been awed by this enor-
mous and magnificent structure, which serves a useful and vital func-
tion. To be sure, the bridge is a masterpiece of design and engineer-
ing. Perhaps even more amazing, the materials and manpower needed
to build it were actually assembled and coordinated by human beings.
Just think, for a moment, of all the people it took to build that tremen-
dous masterpiece: architects, engineers, steelworkers, concrete work-
ers, plumbers, electricians, and so on. Drawing on the resources nec-
essary to complete that structure, within a reasonably short time, has
to be considered a monument to effective communication.
If an area of leadership calls for the best use of a person’s talents
above all the others, it is the area of effective communication. Lead-
ers who know how to communicate their goals and objectives, in a
manner that leads to their fulfillment, will always be much in demand.
Tool 5
Good Human Relations
The person who would lead others must master good human relations
as a tool of effective leadership. Good leaders are often very demand-
ing. They expect the best from those around them, and they usually
get it. But they get it by realizing that they are leaders of free people—
not drivers of slaves!
Here are a few rules of good human relations:
1. Value people. “Anyone can be polite to a king,” someone has

observed, “but it takes a gentleman to be polite to a beggar.” If what
149
Charlie Brower says is true—if our success depends on how many

people want us to be successful—then it follows that people really do
matter to us. Sincere gratitude for people’s contributions to the
achievement of your goals can be one of the most valuable attitudes
you’ll ever cultivate.
2. Be an active listener. Someone has wisely observed that the

greatest compliment you can pay people is to listen to them. People
give more fully of themselves to leaders who genuinely seek to un-
derstand their needs, concerns, and desires.
3. Be tactful. Criticize only constructively, and then only spar-

ingly. When it is necessary to criticize, make sure you do it in private
and that you criticize actions rather than persons. John Wanamaker,
one of the all-time great business leaders said, “Whatever you have to
say to people be sure to say it in words that will cause them to smile
and you will be on pretty safe ground.” Then, he offered this sage ad-
vice: “And when you do find it necessary to criticize someone, put your
criticism in the form of a question which the other fellow is practically
sure to have to answer in a manner that he becomes his own critic.”
Common courtesy can be a valuable tool of leadership.
4. Give—don’t seek—credit. Some leaders constantly fail be-

cause they seek to blame others for mistakes and to take credit for
achievements. The wise leader praises—in public—each person who
contributes something to the overall task. Giving credit is a great in-
vestment: it costs nothing and pays big dividends in human relations.
5. Be consistent. Effective leaders learn to control their moods.

They don’t praise someone for an action because they feel good one
day, and criticize them for the same action the next day just because
they feel badly. They also treat all people similarly. They don’t play
favorites.
6. Be willing to lose face. When you make a mistake, be willing

to admit that mistake. As an erring human, you’re in pretty good com-
150
pany. Henry Ford forgot to put a reverse gear in his first car. Edison
once spent more than $2 million on an invention that proved useless.
Great leaders are not afraid to admit their mistakes. Samuel John-
son spent years compiling the first significant English dictionary.
Along the way, he made a few goofs, like identifying the “pastern” as
the knee of a horse, when any person of learning should know it is part
of the hoof.
“How could you make such a mistake,” a critic assailed.
“Ignorance, madam! Pure ignorance!” said Johnson, and the sub-
ject was promptly dropped.
Leaders who readily admit their mistakes, find that they gain,
rather than lose, the respect of those around them by their willingness
to lose face.
7. Cultivate a good sense of humor. A pleasant, approachable

manner can go a long way toward building a good work atmosphere.
Of course, the workplace is no place for excess joking, storytelling,
and frivolity, but an occasional laugh can ease the tension of a busy
group of people. “A good sense of humor helps to overlook the unbe-
coming, understand the unconventional, tolerate the unpleasant, over-
come the unexpected, and outlast the unbearable,” someone said.
8. Set a good example. Nothing breeds loyalty in a group of peo-

ple any more effectively than loyalty by the leader. The same is true
of integrity, punctuality, respect for deadlines, creativity, and many
other desirable traits. The chairman of the board of a large corporation
punches a clock—and insists that every executive on his staff do the
same thing. “If we must require it of our employees,” he says, “why
shouldn’t we do it ourselves?”
PRINCIPLE 4
Master the Art of Negotiating
Franklin D. Roosevelt said, “It has always seemed to me that the best
symbol of common sense was the bridge.” If you would be a success-
151
ful leader, you must learn to creatively build bridges in all of your re-
lationships with other people. For example, two boys were squabbling
over a small piece of pie. After much heated debate over who would
get the larger slice, the two approached their father, who had heard
their loud and emotional debates. They asked him to settle the dispute.
“Why don’t you cut the piece of pie into two equal slices? That
way each of you would get half,” he suggested.
“No way!” each of the boys shouted.
The father then proposed a creative solution. “Flip a coin to see
which of you will cut the pie. The other one then will be allowed to
choose which piece he wants to take.”
The boys agreed, flipped a coin, and the pie was cut. Interestingly,
the piece was cut into two exactly equal slices. That’s a very good ex-
ample of creatively building bridges. The process is sometimes called
“negotiating.”
Whether we are closing a sale, buying a house, applying for a job,
supervising a worker, or proposing marriage—all of us are negotiat-
ing constantly. Negotiating ranges all the way from settling a dispute
between two boys over a piece of pie, to Strategic Arms Limitation
Talks between two superpowers to reduce the threat of nuclear war.
The art of negotiating is based on a simple fact—all of us need the co-
operation of other people if we are to reach our career and personal
goals. And each of us brings to life’s bargaining table something that
others value.
Leaders who master the art of negotiating are usually the most
successful. Successful leaders gain the cooperation they need to reach
their goals by building bridges to agreements in which everybody
wins.
Perceptive leaders know that people can be forced into submis-
sion only up to a certain point—and then only for a short time. Some-
one said that “even the lowly rat, when cornered, will turn and fight.”
Effective leaders want not only productivity from those around them,
but also loyalty, integrity, commitment, creativity, and enthusiasm.
Those intangibles can only come about through their use of the art of
give and take.
152
If you would be a successful leader, learn the art of negotiating.

Here are some pointers that can help:
Pointer 1
People Do Things for Their Reasons, Not Yours
Offer a new idea and people want to know, “What’s in it for me?” An-
nounce a new personnel policy and people ask, “What’s in it for me?”
Effective leaders understand this need and see to it that everyone in
every negotiating situation comes away with some benefit. Thus peo-
ple are willing to support their actions enthusiastically.
Pointer 2:
Gain Cooperation by Satisfying the Needs of People
The sound of one hand clapping is only silence. Successful leaders
know that they need the support of those people around them if they
are to meet their goals. The most successful leaders gain that support
by helping other people to meet their needs.
Professor Maslow defines the basic needs that all humans bring to
life’s bargaining table as follows:
1. People have physiological needs—like food, clothing, and

shelter. They are expressed as “I want to live.”
2. People have needs of security and safety—“I want to be pro-
tected; I want to live tomorrow.”
3. People have a need for social belonging—they want to be
loved.
4. People have a need for self-esteem—they want to be important.
5. People have a need for self-fulfillment—they want to contribute
something worthwhile.
6. People need to know and understand—they want to learn and
grow.
7. Finally, people have aesthetic needs—they want to make their
lives pleasant and their surroundings attractive.
153
If you help people to satisfy these basic needs, you can gain their en-
thusiastic support and cooperation. By helping others meet their
needs, you can obtain your goals.
Pointer 3
Seek Balance in the Negotiating Process
Good leaders are often very demanding. They give freely of them-
selves and their resources—and they expect others to respond by giv-
ing freely. It works!
• When you give loyalty, you have a right to expect loyalty in re-
turn.
• When you give integrity, you have a right to expect others to
give you integrity.
• When you are sensitive to the needs of others, you have every
right to expect them to be sensitive to your needs and goals.
Remember, the effective leader—the master bridge builder—makes

sure that everybody comes away from every give-and-take situation
with something. Effective negotiators make sure that everybody—in-
cluding themselves—wins!
As a leader, you are not seeking total surrender. You are seeking a
balanced solution to each conflict, a mutually beneficial agreement in
each negotiation, and a cooperative climate in which each person’s
needs and goals can be met.
If you would be a successful leader, you must learn to creatively
build bridges in all of your relationships.
PRINCIPLE 5
Learn to Use the Basic Motivators
If assuming that you can motivate anyone is a mistake, then equally
foolish is the assumption that some people are unmotivated. Some
people might not do what you, as a leader, would like them to do, but
154
it is not due to a lack of motivation. It is rather because they are mo-

tivated to do something else.
When leaders understand that people have certain basic motiva-
tions, and that people respond to appeals to those motivations, they can
be very successful at getting people to do things. Napoleon, for exam-
ple, could get his troops to accomplish feats that many people would
consider impossible because he understood what motivates people and
he used the basic motivators. He first determined what his men wanted
most, then did all in his power to help them get it. When his army was
weak from hunger, he told them that the way to get food was to take it
from the enemy by defeating them. When most of his army was home-
sick, and many were thinking of deserting, he made his appeal to their
pride by asking them how they wanted to return home—as conquering
heroes or as cowards who ran from the enemy? While fighting among
the pyramids of Egypt, he called forth their sense of history and told
them: “Forty centuries are looking down on you.”
The leader’s task, then, is to create an environment that is con-
ducive to self-motivation. Certain basic motivators can be used to
good advantage by the effective leader:
1. Achievement. People basically want to achieve. Looking at

some people, you might find that statement hard to believe, but it’s
true. They may not want to achieve what you want them to achieve,
but they want to achieve.
A wise father was once faced with a boy who wouldn’t study in
school and who was constantly causing disruptions. Noticing that the
boy enjoyed working on small motors, he helped him set up a repair
shop in the family garage. By giving the boy the responsibility for
keeping his own books, he used the interest in motors to stimulate the
boy to study mathematics. Soon, the boy was doing well in mathe-
matics—his worst subject. Gradually, the boy’s sense of achievement
spread into other areas, and soon the boy was doing well in other sub-
jects. By the time he graduated, he had a thriving business.
The effective leader looks for ways to give people an opportunity
to achieve what is important to them, in a manner that will accomplish
his or her goals.
155
2. Recognition. People want to be recognized for the contribu-

tions they make. The form of the recognition—a raise, a pat on the
back, or a public commendation—is not nearly as crucial as the fact
that the recognition is given regularly and consistently. Behaviorists
call it positive reinforcement. When people are recognized for what
they do, they usually try harder.
3. Participation. People are social creatures. They want to be a

part of the action. And they want to be a part of the decision-making
process. Most people want their opinions to be heard, and they want
decisions affecting their work environment and tasks to be made only
after they have been consulted.
4. Growth. People want an opportunity to grow, to learn to de-

velop their abilities. Boredom is one of the biggest problems facing
the average worker in America today. They have been locked into jobs
that provide little opportunity to learn. They are expected to do the
same thing day after day. Effective leaders can help people deal with
the problem of boredom and make them productive by creatively
structuring job-related growth opportunities.
When you understand and utilize these basic motivators, you will find
them to be very helpful in leading other people to accomplish your
goals.
A LOOK BACK
Someone has said that 10% of the people in America are responsible
for initiating 90% of the productive action that takes place. That
means that approximately 90% of the people are content to follow
where others lead.
There will always be a valuable place in our society for those peo-
ple who can effectively lead others. When you have mastered the prin-
ciples outlined in this chapter, you are well on your way to becoming
an effective leader.
156
Chapter
13
Effective Communications Make
Things Happen
Through high-technology electronics, our world has become more

interconnected than ever in man’s history. A volcano eruption in
Washington, martial law in Poland, or an assassination attempt on the
life of our president . . . news of events reaches us within a matter of
minutes; often from the other side of the world. Yet, even with all but
instant communication, we constantly hear stories about people dy-
ing—while screaming for help—because nobody heard their cries.
• Peter Drucker claims that 60% of all management problems re-

sult from faulty communications.
• A leading marriage counsellor says that at least half of the di-
vorces in this country can be traced to faulty communication
between spouses.
• Many laws and government regulations fail to achieve their pur-
pose, and sometimes produce the opposite of the intended ef-
fect, because their meanings are misunderstood.
What’s the problem? Lack of communication? Certainly not! If any-

thing, we overcommunicate! The problem stems from our failure to
communicate effectively!
157
Someone has defined communication as a “meeting of meanings.”

The word communication comes from a latin word meaning “to make
common.” It sounds simple. Yet consider this “communication prob-
lem”: “I know you think you understand what I said, but I’m not sure
that what you thought you understood was what I thought I meant.”
Part of the problem stems from the use of words themselves. The
500 most common words in the English language have 14,000 mean-
ings, for an average of 28 meanings per word. To further complicate
things, those meanings constantly change—from time to time and from
person to person. In addition, with more than 700,000 kinds of nonver-
bal communication, the exchange of information and ideas becomes an
even more complex process. As if that were not enough, many messages
are poorly sent, and many more are poorly received. Thus we say things
we don’t mean, and understand things others do not mean.
EFFECTIVE COMMUNICATION—THE MASTER KEY

TO SUCCESS
If you would be successful, both in your career and in all your per-
sonal relationships, you must communicate effectively. How do you
communicate effectively? Let me illustrate.
A man and a woman are walking on a beach on a moonlit night.
They pause for a moment and look deeply into each other’s eyes.
“I love you!” he says.
“I love you, too,” she replies.
“Will you marry me?” he asks.
“Yes!” she answers.
Hand in hand, the two walk on down the beach.
Four simple sentences were spoken, but those short sentences will
change the lives of two people, and perhaps of others, forever! Let’s
break the dialog down to see how it was effective communication.
1. He conveyed a message in a way that it could be understood

by the person to whom he was speaking.
158
Effective Communications Make Things Happen
2. She accepted his expression of love.

3. She responded with her own expression of love.
4. Each understood the meaning that the other sought to convey.
That was only the first exchange of information and opinion. Yet it
was so effective that it opened the door to the second exchange, which
went like this:
1. He asked a question or made a request, which she understood.

2. She accepted him, and his request.
3. She responded positively—she granted his request.
4. Each person came away with a clearer understanding of the
other.
As simple as that little illustration is, it contains the power to enable

you to communicate effectively through any medium, with any audi-
ence, to convey any message. That’s a big claim, but let’s break it
down to see how it works.
Being Understood
How many times have you heard someone exclaim, “I’ve told you that
a thousand times!”? The sad fact is that such a person might say “that”
a thousand more times and still not have it understood. The goal of ef-
fective communication is to convey a message in a way that it is re-
ceived and understood.
For example, two men made speeches in a little Pennsylvania
town one day more than a century ago. One was a professional orator
who made an outstanding speech. His words have long been forgot-
ten. The other man was a simple, awkward man who violated all the
rules of public speaking. Yet after more than 100 years, Lincoln’s Get-
tysburg Address is one of the most often quoted speeches of all his-
tory. What made that simple little speech a classic of effective com-
munication?
159
It Was:
The right person
Saying the right thing
To the right people
At the right time
In the right place
In the right way
And It Was:
Heard correctly
Understood
Received
Thus It Produced:
The desired response.
These ingredients of being understood are so basic that most of us

tend to forget them. If you would have your messages understood,
learn and stick to the basics.
Your Goal Is to Be Accepted!

You want people to agree with you—or at least give you a sympa-
thetic hearing. Here are ten suggestions to help you be accepted:
1. Be natural, be yourself, be real.

2. Set a conducive atmosphere.
3. Always look your best.
4. Establish your authority to speak to a subject.
5. Organize what you want to say—don’t ramble.
6. Speak to needs—use words that have meaning to your audi-
ence.
7. Involve your audience.
8. Be enthusiastic—keep your voice lively.
9. Be humorous—remember, “A spoonful of sugar helps the
medicine go down.”
160
10. Use visual aids—people remember more of what they see

than what they hear.
You Want to Produce the Desired Response

If you want to get something done, be certain that you get the re-
sponse you desire. As an illustration, a very shy young man once
wanted to win the affection of a lady. Once a day, for a whole year, he
sent her a postcard, telling her of his love for her. His plan was to ask
her to marry him at the end of that year. Sure enough, she got married
at the end of the year—to the postman. He got action, but not the re-
sponse he desired! If you would get people to do what you want them
to do, you must seek to convince them that it is in their best interest
to act as you suggest.
“Never make your appeal to a man’s better nature; he may not
have one,” said Lazarus Long, the wise old prophet of science fiction.
“Always make your appeal to his self interest.” People who under-
stand this principle don’t try to get action by demanding or ordering
others to do things. They don’t beg, and they don’t threaten. Instead
they are effective communicators because they have learned the power
of persuasion. If you would be an effective communicator, learn how
to get things done through persuasion.
Understanding Others
The cycle of communication is complete only when you come away
with a clearer understanding of the person or persons with whom you
sought to communicate. Many sales, for example, are lost because the
salesperson pays little attention to the messages the client is sending
back. A young salesman went into a house to sell books. He made a
masterful demonstration of his products, and the lady who had invited
him in was very cordial. Finally he came to the close. He used an al-
ternate close—right out of the sales manual. No sale. Later, as the
young salesman explained his frustration to his sales manager, he
asked where he might have gone wrong.
161
“I set up that presentation to teach you a very important lesson,”

replied the sales manager, with a smile, “You see, that woman is blind
and has no need for your books.”
The embarrassed young salesman never forgot that lesson. He
learned the value of feedback. Effective communication is always a
two-way street. Drive down that street the wrong way, and you are
headed for a collision with your audience.
Remember, the goals of effective communication are:
• Being understood
• Being accepted
• Getting the desired response
• And understanding others
ARE YOU REALLY LISTENING?
The person who would learn to communicate effectively must first

learn to listen effectively. Someone said that most problems in rela-
tionships boil down to a failure on the part of one or more persons to
listen actively to what is being said. This is true whether we are talk-
ing about our mates, our customers, or the people we work with
everyday. “Many people know how to talk, but few know how to lis-
ten,” is the way the president of Xerox Corporation recently assessed
the problem. His company has launched a major program to help peo-
ple in all industries learn how to listen. In actuality, most people’s
form of communication is a “monolog in duet.” In other words, “You
think up what you are going to say while he says what he thought up
while you were talking.”
Active listening could solve many of our most serious problems;
it could enable us to work more productively and happily. In a book
called The Miracle of Dialog, Dr. Reuel Howe talks about two-way
communication. He says that to dialog is to “get into significant touch
with another person.” Many people have never discovered the tremen-
dous benefits of active listening, or getting into significant touch with
162
others. I’d like to list a few of those benefits of active listening. I hope
you are listening.
Benefit 1
We Can Learn
Emerson said, “Every man I meet is in some way my superior, and, in
that, I can learn of him.” I have never met a person from whom I could
not learn something—if I took the time and trouble to actively listen.
Benefit 2
We Express Interest in the Person to Whom We Listen
By actively listening, we can affirm that other persons have value to
us, that they matter, that they have worth as human beings. Active lis-
teners care about people—and people know that they do.
Benefit 3
We Gain Insight Into the Needs, Desires,
and Motivations of Others
During the great depression, a young man went to a telegraph office
to apply for a job. As he walked into the lobby, he noticed that many
other people—some even sitting on the floor—were filling out appli-
cations. He sat down, but only for a moment, and then jumped to his
feet and walked into the inner office.
A few moments later the receptionist announced that the position
had been filled.
“Why did that man get the job?” complained several of the other
applicants. “He came in after we did!”
The answer was simple! While the others sat filling out applica-
tions, the young man listened. Someone in the inner office was tap-
ping out the following message in Morse code: “We need an operator.
If you understand this message, the job is yours. Please come in.”
While the others were busy telling the prospective employer about
163
themselves, that young man was listening to the needs of the prospec-
tive employer.
Benefit 4
We Break Down Barriers
Due to the “natural” barriers, people tune us out. By actively listen-
ing, we can break down such barriers as differences in language and
our understanding of words, prejudices, anxiety-produced defenses,
and conflicts over perceived differences in our goals and theirs. As
such barriers drop, others hear us.
Benefit 5
We Involve Others in the Process We Want to Take Place
Whether you are trying to win the affection of a lover, sell a ten-story
building, or talk a police officer out of a parking ticket, you will not
succeed unless the person to whom you are talking becomes involved
in the conversation. You may not succeed anyway, but you have a
much better chance if the person is actively involved in the process
through your active listening.
Benefit 6
We Can Clarify Misconceptions
Often we reject what people are saying, because we misunderstand
what they mean. These explanations of how accidents occurred, taken
from actual insurance forms, can illustrate the problem of taking what
people say literally:
• “The telephone pole was approaching fast, I was attempting to

swerve out of its path when it struck my front end.” Those poles
can chase you down!
• “I had been driving my car for four years when I fell asleep at
the wheel and had an accident.” That’s got to be a record!
164
• “I was on my way to the doctor’s with rear end trouble when my

universal joint gave way causing me to have an accident.” Re-
ally? What kind of doctor?
• “To avoid hitting the bumper of the car in front, I struck the
pedestrian.”
Sometimes it takes a lot of active listening to hear what people are try-
ing to tell us. The other side of the coin is that people reject what we
say because we don’t adequately convey what we mean. Sometimes
we can be as clumsy as the fellow who was trying to compliment his
hostess.
“Your daughter is beautiful,” he said (and should have quit).
“She’s even prettier than you!”
Realizing how that must have sounded, he quickly attempted a re-
covery.
“That’s not what I meant,” he stumbled, “Actually, she’s not pretty
at all.”
Unfortunately, many of the misconceptions that make it hard for
us to communicate effectively are not so humorous. Sometimes they
can cause loss, pain, and grief. Only when we actively listen can we
hear and clear up misconceptions.
HOW DO YOU ACTIVELY LISTEN?
1. Be open! Switch off all negative thoughts about the person. Be

receptive to what is being said. Drop those emotional barriers that fil-
ter out what is being said or that cause you to hear only what you want
to hear.
2. Start listening with the first sentence! Self-centered people
can’t actively listen. They tend to be preoccupied with their own day-
dreams. Put aside what you are doing, and concentrate on what the
person is saying.
3. Concentrate on what is being said. Actively try to hear every
word as if it were the most important thing you could hear at that mo-
ment. Avoid the temptation to think faster than the person is talking.
165
4. Look for the meaning of what is being said. Don’t try to read
your own meanings into what the person is saying. Rather, help the
person convey his or her own meanings by showing genuine interest.
5. Avoid the temptation to interrupt. As Dr. David Schwartz, in
his book The Magic of Thinking Big, says, “Big people monopolize
the listening. Small people monopolize the talking.”
6. Ask questions that stimulate the person to talk, and clarify
your understanding of what is being said. To test your understanding,
use trial questions, like “Do I understand correctly that . . .”
7. File away important points being made. If appropriate, take
notes.
8. Screen out interruptions and ignore distractions.
9. Use facial expressions and body language to express interest
and comprehension.
10. Don’t over-react to highly charged or emotional words. Look
for the meanings behind those words. Avoid jumping to conclusions.
Hear the person out.
MASTER THE ART OF LISTENING
The more effectively you listen, the more you will learn. When the
late President Lyndon B. Johnson was a junior senator from Texas, he
kept a sign on his office wall that read, “You ain’t learnin’ nothin’
when you’re doin’ all the talkin’.” But, perhaps equally important, the
more you are willing to listen to others, the better you will become at
communicating.
A LOOK BACK
Communication with other human beings is, at best, a complex and

confusing task, but is usually worth every effort we put into it.
Through effective communications we exchange information, ideas,
and opinions with other people, we integrate our lives into the human
166
The four elements of effective communication are (1) being

understood, (2) being accepted, (3) producing a desired re-
sponse, and (4) understanding others. As you review each of
the four elements, apply it by doing the exercise that follows it.
Being Understood and accepted your message. Yet
The goal of effective communica- they did not do it.
tion is to convey a message in a Why?
way that it is received and under- __________________________
stood. __________________________
APPLICATION EXERCISE: Think of a __________________________
message you tried to send that was What might you have done that
not received and/or understood. would have changed the outcome?
Describe how you might have sent __________________________
it to obtain the desired effect: __________________________
__________________________ __________________________
__________________________ Understanding Others
__________________________ Effective communications lead to
Being Accepted a better understanding of other
You want people to agree with people.
you—or at least to give your mes-
APPLICATION EXERCISE: Analyze a
sage a sympathetic hearing.
recent successful communications
APPLICATION EXERCISE: Think of a
effort from which you felt you un-
message you sent recently that
derstood better the person in-
gained a sympathetic hearing.
volved. What insights did you
Why was it accepted?
gain from the communication?
__________________________
__________________________
__________________________
__________________________
__________________________
__________________________
Producing the Desired Response
When you communicate, you want How might you have gained a
action. You want the people who deeper understanding of the per-
hear you to do something in re- son?
sponse. __________________________
APPLICATION EXERCISE: You wanted __________________________
something done. They understood __________________________
Exercise 13–1. Elements of Effective Communication
167
How Good a Listener Are You?
If you would be an effective communicator, you must first learn
to be an active listener. Here’s a little self-evaluation exercise to
help you pin down just how good you are at listening. Rate your-
self, on a scale of 1–5, on each statement:
1. I enjoy listening to people 15. I restate what the person has

talk. said and ask if I got it right.
2. I encourage other people to 16. I withhold all judgments
talk. about the person’s idea or
3. I listen, even when I do not message until I have heard all
particularly like the person the person has to say about it.
talking. 17. I listen regardless of the per-
4. The sex of the person talking son’s tone of voice, attitude,
makes no difference in how or choice of words.
well I listen. 18. I don’t anticipate what the
5. I listen equally well to a person is going to say—just
friend, an acquaintance, or a listen.
stranger. 19. I ask questions to get ideas
6. I put away what I am doing explained more fully.
while someone is talking. 20. I ask for clarification of words
7. I look at the person talking. I do not understand in their
8. I ignore distractions while lis- context.
tening to a person talk.
9. I smile, nod my head, and
otherwise encourage the per-
son to talk. Add Up the Point Value of Your
10. I concentrate on what the per- Ratings and Score Yourself as Fol-
son is saying. lows:
11. I try to understand what the
86–100 You’re all ears.
person means.
71–85 You’re a pretty good
12. I seek to understand why the
person is saying it. listener.
13. I never interrupt the person 56–70 You’re missing a lot.
talking. 55 and under It might be a
14. If the person hesitates, I en- good idea to have your ears
courage him/her to continue. checked.
Exercise 13–1. (cont).
168
race, and we make happen the things we want to happen. If you would
be successful, both in your career and in all your personal relation-
ships, you must learn to communicate effectively. Through effective
communications, you can be understood, you can have your messages
accepted, you can produce the responses you desire, and you can
emerge with a clearer understanding between you and the other peo-
ple. But the person who would learn to communicate effectively must
first learn how to listen effectively.
Remember, the goal of communication is to get “into significant
touch with another person.” That is always worth the effort.
169
Chapter
14
How to Handle Stress
and Distress
L et’s face it: Anyone who is expecting life to be all fun and games is
living in an impractical dreamland! Sometimes life gets tough, real
tough. And it seems that the farther up the ladder of success you climb,
the tougher life gets. Someone defined the boss as a person who worked
hard eight hours a day, five days a week, to get into a position where he
could work even harder—twelve hours a day, seven days a week.
A popular sign reads, “It’s mine, I worked for it, I deserve it! And
as soon as I have time, I’ll have my nervous breakdown!” That’s a hu-
morous way of talking about something that, for many people, is a se-
rious problem. It’s probably a good thing that we can joke about
stress. Otherwise, just talking about it might lead us to distress. Stress
is one of the most talked-about, yet least understood, subjects in our
society. To get an idea of how widespread stress problems are, just
look at the number of tension relievers on the shelf at your corner
drugstore. The market for aids to relaxation must be tremendous to at-
tract so many brands to the competitive marketplace.
WHO SUFFERS FROM STRESS?
What kind of person would you say suffers most often from the symp-
toms of stress? Most people would answer, the hard-driving business
171
executive, the highly motivated salesperson, or the nervous financial

investor. But, according to the National Institute of Mental Health,
they would be wrong.
At least, they’d be wrong if you can consider the symptoms of
stress. One of the major symptoms of stress and distress is depen-
dence on tranquilizing drugs and alcohol. The NIMH reports that the
group that most commonly abuses drugs and alcohol is middle-aged
housewives. Another symptom of stress and distress is suicide. Again,
the NIMH figures are surprising. They report that the two groups that
take their own lives most often are the very old and people between
the ages of 18 and 25. Depression is another symptom of stress and
distress. Would you believe that the NIMH says that one out of every
five children in America is suffering from serious depression? (If you
are chronically depressed, depend seriously on drugs or alcohol, or
have seriously considered taking your own life, talk with your physi-
cian or a professional counsellor about it right away).
Before you jump to the conclusion that those of us who are busily
pursuing careers are safe from the effects of stress and distress, con-
sider this fact. A high percentage of the victims of hypertension (high
blood pressure) and heart attack are the highly motivated people in in-
dustry and community leadership.
What does all this mean? All of us—regardless of age, sex, career,
financial status, race, or educational level—are subject to the effects
of stress.
WHAT CAUSES STRESS?
In the daily experience of life, all of us encounter stress-inducing

events and circumstances. Someone said, “The problem with life is
that it is so daily!”
Every day we are confronted with factors that produce tension or
stress. Here are just a few of the common ones:
• Changes in an important area of our lives.

• Dull and uninteresting routine.
172
How to Handle Stress and Distress
• Conflicts with the people we love or the people we work with.

• Threats to our security.
• Personal loss through death, divorce, or separation.
• Physical ailments.
• Success.
• Pregnancy and the birth of a child.
These, and many other stress-inducing factors, present a tremendous

challenge to us as we reach out for success. The person who is not dis-
tressed is the person who has learned to cope with stress effectively.
Most people can avoid distress by learning to effectively control stress
in the daily experience of life. Here are some tips on handling tension
and stress:
TIP 1
Learn How to Cope with Change
A change in job status, in residence, in marital relationship, or in any
significant area of your life usually produces stress. When such
changes occur in bunches—like bananas—they can produce tension
and distress. Since changes occur frequently for most of us, it is im-
portant that we learn to accept them as challenges and opportunities
to grow. These two pointers can help us to do that:
1. Accept the fact that your life will change constantly, and prac-
tice adapting to it. Learn to make an adventure of adjusting to
new situations and challenges.
2. Keep your eye on your long-range goals and values.
A Navy jet pilot once told me that, at first, he was terrified at having
to land his aircraft on the deck of an aircraft carrier. “Everything was
in motion,” he said. “The ship was tossing up and down, the waves
were moving, the airplane was moving. Trying to get it all to move to-
gether seemed impossible.” Sometimes life seems like that, doesn’t it?
An old pro gave the young pilot some advice that solved the prob-
lem. “There is a yellow marker in the center of the flight deck that al-
173
ways stays still. I always line up the nose of the plane toward that
mark, and fly straight toward it,” said the old veteran.
That’s pretty good advice for coping with change—and with
stress. Always have a goal to work toward, and keep your eyes fixed
firmly on it.
Tip 2
Learn to Cope with Problems
A most helpful statement is this: “Every problem has a solution—in-
cluding this one!” There is nothing positive in denying the existence
of problems. On the other hand, some of the most successful people
in the world are those who went looking for problems, then found
ways to solve them. Here are eight ways you can turn problems into
adventures—before the stress they cause leads you to distress:
1. Plan for problems. For example, I do not “expect” to have a

flat tire, but I always carry a spare tire in the trunk of my car.
I’ll bet you do too! Learn to be prepared with most problems
that could arise.
2. Meet problems with courage, faith, and hope. Problems are
usually opportunities hiding behind a frightening mask. When
you meet them with faith, hope, and courage, you can turn
them into steppingstones on the road to your goals.
3. Confront problems—don’t avoid them. One of the greatest ev-
idences of wisdom is the ability to recognize, and solve, a
problem before it becomes an emergency. Two salesmen were
sent to primitive areas of Africa to sell shoes. One salesman
took an immediate flight home because the natives didn’t wear
shoes. The other wired his company: “Send millions of shoes
in all sizes, quick. Natives have no shoes!”
4. Make sure you understand the problem. One reason problems
don’t get solved is that we often don’t understand the true na-
ture of the problem. “Johnny fell into the lake,” the little boy
excitedly said to his mother. “Did you give him mouth-to-
174
mouth resuscitation, as I taught you?” she asked. “I tried to,”

replied the chagrined little fellow, “but he kept jumping up and
running away!” Always write down a simple statement of the
problem. You might discover that what you have perceived as
the problem is only a symptom of the real problem.
5. Examine the problem by asking questions. Don’t jump to con-
clusions without seeing the problem in its total context. The
solution always lies in fixing the problem—not fixing the
blame. As you ask questions, often you will find solutions be-
ginning to emerge.
6. Formulate several possible solutions. Have an objective in
mind before you start. Simply state what the situation will
look like when the problem is solved. List all reasonable
choices open to you. Selecting an option is usually easier than
coming up with a solution. Also, talk the problem over with
someone whose judgment you value.
7. Choose a solution and act. If a big step is called for, take it.
Two small steps won’t get you over a chasm. It is usually bet-
ter to make a mistake than to do nothing or to postpone action.
8. Turn your back on the problem and your face toward your next
challenge. Losers wallow in their problems, but winners shift
gears and keep going. Some solutions might take years to im-
plement. You might even have to adjust your proposed solu-
tion to accommodate new information—but don’t quit.
Tip 3
Learn to Deal with Conflicts
All of us have conflicts within ourselves, with other people, and with
the organizations we work for. Psychologists tell us that people seek
to cope with those conflicts in basically six ways:
1. We withdraw. We simply walk (or run) away from the conflict.

2. We lapse into indifference. We refuse to get involved, and find
ways to get around unpleasant situations.
175
3. We compromise. We seek to negotiate solutions in which

everybody wins.
4. We seek help from a third party. Counsellors and arbitrators
are asked to help with resolving the conflict.
5. We get locked into a win/lose struggle. People come to blows;
they identify each other as enemies. Usually the stronger one
prevails—at least temporarily. Ultimately, everyone loses.
6. We engage in creative searches for solutions to the conflict.
It’s easy to look at that list and select the methods of dealing with con-
flict that are most productive. Of course, you can use a combination
of several of them. Whatever methods you use, deal with conflicts ef-
fectively, because unresolved conflicts become one of the most fre-
quent causes of stress and distress.
Tip 4
Conquer the Worry Habit
Worry is a common problem, and it is a real killer. Worry can sap your
creative energies, it can make you less effective, and it produces no
positive results. Are you like the fellow I met recently? He said, “I
worry a lot about the fact that I worry so much.” Norman Vincent
Peale offers these steps to conquer worry.
• First, state the problem. Seek to clearly understand what is wor-

rying you.
• Second, try to determine the likely consequences of the prob-
lem, and decide a course of action to deal with those conse-
quences.
• Third, try to project the worst thing that could come out of the
problem. Usually, it is much less severe than we tend to think
when we are caught up in worrying about it.
• Finally, set about working toward ways of reducing the worst
possible consequences. Get to work on solving the problem.
176
People worry for only two reasons. Either they stand to lose something
they want to keep, or they stand not to gain something they want. If
keeping something you have costs you your peace of mind, or if some-
thing you stand to gain takes you to the brink of distress, it makes sense
to ask yourself whether what you are worried over is worth the price.
Conquer the worry habit, and you can reduce your chances of dis-
tress. Don’t worry about it—do it!
Tip 5
Learn How to Relax and Relieve Tension!
Dale Carnegie told the story of two men who were out chopping
wood. One fellow worked hard all day, took no breaks, and only
stopped briefly for lunch. The other chopper took several breaks dur-
ing the day and a short nap at lunch. At the end of the day, the wood-
man who had taken no breaks was quite disturbed to see that the other
fellow had cut more wood than he had.
“I don’t understand,” he said, “Everytime I looked around you
were sitting down—yet you cut more wood than I did.”
“Did you also notice that while I was sitting down, I was sharp-
ening my ax?” his companion asked.
Mr. Carnegie, who was widely known as one who got a lot of
work done every day, used that story to illustrate the need to rebuild
one’s energies through relaxation.
I would recommend these suggestions for relaxing and relieving
tension:
1. Take a short relaxation or meditation break periodically.

2. Vary your tasks from time to time. Working too long in a sin-
gle position or one task not only reduces your productivity but
also produces stress.
3. Exercise vigorously every day. Doing so helps you to relieve
tension, and you’ll sleep better at night. One doctor recom-
mended that you always see to it that your body is as tired as
your mind at the end of each day.
177
4. Practice emptying your mind each night as you prepare for

bed. Remind yourself that you have done all you could do that
day, and you have your plans in order for the next day.
Tip 6
Learn to Keep Events in Perspective
Learn to separate what is really serious from what is merely frustrat-
ing. Most of the things we call serious are really only annoyances. For
example, an attorney was late for an appointment and explained that
his car had broken down on the way.
“I hope it was nothing serious,” said his client.
“How can it be serious?” asked the attorney, “It’s only a car.”
Tip 7
Cultivate a Good Sense of Humor!
Stress seldom overcomes people who can laugh at their problems and
at themselves. Learn to look for the humor in every situation—you’ll
live longer and have a lot more fun. Some of the best stress-relieving
medicine I ever found came in the form of a piece of advice. Some-
one said, “Don’t take yourself too seriously—or nobody else will!”
Make a list of the five most common sources of tension in your life.
Once your list is made, follow each of these steps:
1. Put a check mark by each thing on the list that you can change, and
an “X” beside each one you cannot change.
2. Make a list of strategies for changing each of the things you have
checked that you feel you can change.
3. Make a list of strategies for coping with each thing on your list that
you put an “X” beside because you felt it could not be changed.
Exercise 14–1. Dealing with Tension
178
Tip 8
Vary Your Interests!
“Take time to smell the roses.” This old saying is as valid today as the
day it was first spoken. The time you spend enjoying your family, your
friends, your hobbies, and your cultural interests will not only make
your life richer, but also help you to cope with stress.
Practice these eight tips to help you handle stress and prevent dis-
tress, and your life will never fall victim to tension and stress.
179
Chapter
15
How to Avoid Burnout
Once a man climbed the ladder of success until he reached the very
top—then he jumped off!
A new word is creeping into our language: “burnout.” The old de-
finitions of the term give a couple of strong clues that can help us un-
derstand the new meaning. One dictionary defines burnout as, “the
cessation of operation of a jet or rocket engine—usually from the ex-
haustion of fuel.” Another dictionary defines out of fuel, or soil burned
up by excessive heat?
Of course this word has been around for some time, but it is taking
on new meaning from psychologists and industry leaders. Career
burnout has been defined as feelings that your job no longer holds
excitement, risk, or reward. In other words, people who are suffering
from burnout run out of fuel; they become unresponsive and apathetic.
They are a little like the lady who said, “I’m neither for nor against
apathy.”
BURNOUT STARTS EARLY
If you are a young charger, you might be tempted to put this chapter
away until you reach middle age, and face what some call a “midlife
181
crisis.” Yet psychologists are discovering that the seeds of burnout are
sown in early adulthood, while young women or men are setting goals
for life, investing themselves completely in pursuit of those goals, and
establishing relationships that will last a lifetime. Psychologists are
also discovering that more and more people are burning out in their
late twenties and early thirties.
The tragedy is that burnout affects far more people than it should.
The beautiful model finds out that her career is over by the time she
reaches thirty. The middle-aged executive is fired during the year he
expected to become president of the company. Or the deeply de-
pressed senior person cannot cope with forced retirement. For these
people, burnout is serious business.
You can avoid burnout! Many people do. Here are some pointers
on how you can avoid the loss and pain of burnout.
WHY DO PEOPLE BURN OUT?
Why do people burn out? Because our feelings are so individualized,

there are about as many reasons for people burning out as there are
people. But all of those reasons can be put into two basic categories.
1. People burn out because they fail to reach their goals.

2. People burn out because they reach their goals and are disap-
pointed.
Failing to Reach Your Goals

People fail to reach their goals in life for many reasons—some of
them completely beyond their control. In Authur Miller’s famous play,
The Death of a Salesman, Willy Loman was always going to make the
“big sale” that was going to make him rich and famous, but he died a
pathetic, defeated person. Here are some of the most common reasons
people fail to reach their goals:
182
• Their goals are unrealistically high.

• They suffer unexpected injuries or illness.
• They fall victims to circumstances beyond their control. For ex-
ample, a company is sold or goes out of business, a new ma-
chine makes their job skill obsolete, or they lose large amounts
of money during a stock market crash.
• People also fail to reach their goals because they don’t work
hard enough or they make a series of bad decisions.
Whatever the reason, the result of failing to reach goals can be
burnout—a loss of a sense of meaning and purpose, a loss of enthusi-
asm and drive, and a feeling of hopelessness and despair.
Did you notice that I said the result “can be” burnout? It doesn’t
have to be. We will talk more later about how you can avoid burnout.
Disappointment Upon Reaching Your Goals

Here are some of the more common reasons people are disappointed
in reaching their goals—like the fellow who climbed the ladder of
success and jumped off:
• They set goals that are too low. A person might decide to be-
come a millionaire and, by the time he is thirty, he has already
passed that landmark.
• A person is often disappointed because his or her goals do not
satisfy the needs they had expected them to meet. For example,
people who look to their careers to solve all their personal prob-
lems are often disappointed. No matter how successful they be-
come, the personal problems continue to plague them.
• Others do not recognize their achievements as worthwhile.
Family members often have totally different goals—like the son
who says, “I know you worked hard, Dad, but I don’t want to
go to college!”
• They find their goals too narrow. A person who invests all of his
energies and time in a career may find that when the career is
over, there is nothing left to live for.
183
Whether you fail to reach your goals, or reach your goals and find
them disappointing, the result can be the same—burnout!
HOW TO AVOID BURNOUT
How can you avoid burnout? Or how can you deal with burnout if you
are already experiencing it? People facing burnout have three options:
1. They can drop out psychologically, maybe even physically.

2. They can fight back at the institution or people whom they feel
have done this to them.
3. They can search for a revival of purpose.
Dropping Out
People who drop out psychologically become passive, unresponsive,
apathetic—or they withdraw into a fantasy world. Willy Loman tried
to deal with his burnout this way. Right to the very end, he talked
about how many important people he knew. “Just wait until my fu-
neral,” he told his wife and children, “You’ll see how many people
show up to send me off!” But the “important people” never came.
When a person chooses to drop out, everybody loses.
Fighting Back
People who choose to fight back blame their frustrations and prob-
lems on other people—or maybe on the institutions they have given
themselves to. But they only increase their hurt and anger, and some-
times they damage the relationships that mean most to them.
Searching for a Revival of Purpose

People who choose this option often find that their new purposes have
more meaning and reward than their original goals. The best way to
184
avoid burnout is to learn, early in life, the secret of redirection. This

option might mean “taking space from work” to pursue some interest
you’ve always put off. It might mean a career change, a change of res-
idence, or learning a new skill.
Most often, redirection means rediscovering the sources of
meaning that lie within yourself or close at hand. Acres of Diamonds
is one of the most beautiful books I ever read. It tells the story of a
man who sold his property, said goodbye to all his friends, and set
out to find the most valuable commodity he knew—diamonds. Many
years later he returned, broke, old, and disillusioned at his failure.
As he went to visit his old homeplace, he discovered that it was
bustling with activity. The backyard he had left had become one of
the largest mines in the world. The new owners were mining acres
of diamonds.
People who learn how to redirect often find that the spouse they
had long neglected is the dream companion they have sought for. A
person who has always been money-oriented might discover new
meaning by offering free community service. Someone has said that
the person who is successful in only one area of life is a failure. If you
would avoid burnout, keep reaching up—keep reaching out.
SYMPTOMS OF BURNOUT
Are you suffering from the symptoms of burnout? Here’s a list of ten
questions that might help you to make some interesting discoveries:
1. Do you feel yourself under pressure to perform all the time?

2. Do you have to work harder to generate excitement enough to
keep from being bored?
3. Does one area of your life drain most of your energies?
4. Do you feel a lack of intimacy with the people around you?
5. Do you find it hard to relax?
6. Are you inflexible once you have taken a stand on some-
thing?
185
7. Do you identify so closely with your activities that if they fall

apart, you do too?
8. Are you always worried about preserving your image?
9. Do you take yourself too seriously?
10. Are you increasingly irritable? More and more short-
tempered? More disappointed in the people around you?
Are you satisfied with the answers you gave? If you feel, based on
your answers, that things are going pretty well, I would suggest that
you focus on avoiding those traps that can lead you into burning out.
If you answered “yes” to as many as four of the questions, you might
be a candidate for burnout. Let me suggest that you back up and re-
view the questions. Once you’ve thought about your answers, ask
yourself if this is how you want to be. Is it how you started out being?
If not, when did things change? Are you in charge of your life? Or has
it taken charge of you?
Burnout is reversible—no matter how far along it is. If you feel
burned out, seek to redirect your energies and find new meaning. The
following “principles to live by,” from Og Mandino’s inspiring books,
can help you do just that. My friend Og, who served on my board of
directors when I was president of the National Speakers Association,
prefaces his list of principles with the statement that they are based on
the premise that tomorrow never comes. We must therefore make the
most of today. Here are the principles:
1. Today I begin a new life—I will fill my mind with good

thoughts.
2. I will greet this day with love in my heart—I will make love
my greatest weapon.
3. I will persist until I succeed—I was not born into this world
for defeat; I was born to win.
4. I am nature’s greatest miracle—I will believe myself.
5. I will live this day as if it is my last.
6. I will be master of my emotions.
186
7. I will laugh at the world—I will stop taking others and my-
self too seriously.
8. Today I will multiply my value a hundredfold.
9. I will act now—I will not practice procrastination.
10. I will pray—When I pray, my cries will only be cries for
guidance.
We were not created to do anything that we cannot do with everything

within us. And age has little to do with it! A dentist in Duluth, Min-
nesota, has more patients at age 89 than ever in his life. His hands are
still steady, and he is considered competent by his peers. “I’ll quit
when they carry me up the hill—feet first,” he told a reporter. Contrast
that attitude with the young man (in his early twenties) who told his
counsellor that the first thing he did upon awakening each morning
was to try to “find one good reason to get out of bed.”
The really great people never cease to grow.
• Bismark, who died at 83, did his greatest work after he was 70
years old.
• Titian, the celebrated painter, worked right up to his death at
age 99.
• Goethe finished Faust a few years before he died, at 83.
• Gladstone took up a new language when he was 70.
• Lapland, the astronomer, died at 78, crying, “What we know is
nothing; what we do not know is immense!”
Let yourself grow, and grow, and keep on growing—spiritually, pro-

fessionally, mentally, and in all your relationships. Follow the great
characters of the past. “If I have seen farther than others,” said Sir
Isaac Newton, “it is because I have stood on the shoulders of giants.”
BE THANKFUL FOR YOUR BURDENS
If it were not for the things that go wrong in your work, for the diffi-
cult people you have to deal with, for the burden of the decisions you
187
have to make, and for the responsibility you carry, a lesser person
could do your job at about half of what you make. When the truly
great people discover that they have been deceived by the signposts
along the road of life, they just shift gears and keep on going.
“Hope is greater than history,” said Dwight Morrow in his famous
one-line speech at the height of the Great Depression. And I com-
pletely agree.
188
Chapter
16
This Is Your Life!
A leading psychiatrist once stated that “boredom is the most com-

mon emotional problem in America today.” He defined boredom as an
“absentee existence . . . always wishing you were somewhere else,
doing something else.”
“We are frightened to death of silence and solitude,” he said.
The psychiatrist listed as evidence teenagers who insist on having
a stereo system set at top volume—no matter what else they are do-
ing, the Musak system playing in elevators, and the salesperson drum-
ming fingers while waiting to be invited into someone’s office.
Some years ago, each week on a popular TV show, called “This
Is Your Life,” a person would be invited to participate in a recreation
of the special moments of his or her life. I would like to suggest to you
that today, this moment, this is your life! The only moment in which
any of us ever lives is now. We may pretend that we live in the past,
or we may imagine that we live in the future, but the only moment we
ever live is this very moment—the now!
Some people seem to have a knack for making each moment spe-
cial. They seem to be happy every time you see them. For example,
every time I ask a friend of mine how he is getting along, he says,
“This is the best day of my life!”
189
Once I asked him, “How can every day be the best day of your
life?”
“This is the day that I am alive,” he said with a grin.
Now I happen to know that this fellow is a planner—that he care-
fully plans for the future. I also know that he has some special mo-
ments from his past that are dear to him. He has shared some of them
with me. But he always lives in the present.
SECRETS OF NOW LIVING
Certain people enjoy “secrets” that can help all of us make every mo-
ment special.
• First, they accept each moment as a gift to be received with joy.

• Second, they try to use each moment to maximum advantage.
• Third, they plan for the future rather than worrying about it.
• Fourth, they learn from their mistakes, then forget them.
• Fifth, they are awake to all the reality of the moment in which
they exist.
• Sixth, they concentrate all of their energies on the task or plea-
sure at hand.
• Seventh, they simply refuse to allow the weight of an unpleas-
ant moment or an unkind action by another person to encumber
them as they move to the next moment.
Another friend raises roses as a hobby and gives them away. Once,
when he tried to hand a gorgeous rose to a mutual friend of ours, the
friend seemed more aware of the thorns on the stem than he did the
rose. Grasping the rose right below the flower, he showed the person
how to hold it. “If you know how to hold it, it won’t hurt you,” he
said.
A moment of life is like that, isn’t it? If you know how to hold the
moment, it will not hurt you. Instead, it will bring you joy.
190
This Is Your Life!
BE AWARE
Memory experts tell us that one reason—perhaps the most important

reason—for people not remembering something is that they never let
it penetrate their awareness. They meet a person, and they are so pre-
occupied with something else that they fail to get that person’s name
clearly fixed in their minds. Or they can’t remember something they
read, or heard, because they didn’t really comprehend it at the time.
Becoming aware of people, of our surroundings, of what we are do-
ing, or of what we hear pays double dividends. It enables us to make
the most of the moment as it occurs, and it helps us to savor it in our
memory for years to come.
Awareness is a strong word. It suggests keen consciousness, at-
tentiveness, vigilance, sensitivity, care, and responsiveness. If you
would make every moment special, practice awareness. What is the
weather like right now in your life? What is the music like right now
in your life? Who is close to you right now? What is special about
them? What is special about this moment?
TOO MUCH, TOO FAST!
We are in the midst of a “knowledge explosion,” with the total store-

house of knowledge doubling every ten years. It has been estimated
that 90% of the scientists who have ever lived are alive today. One of
the tragedies of our electronic age is that we are bombarded by input
from so many directions that we have to select what we will pay at-
tention to and what we will screen out. For example, the typical high
school student today screens out more information than the best sci-
entist had available to him two centuries ago.
Yet, with the production of all this valuable information, some ed-
ucators believe that the average person is grasping less and less of it
each year. For example, the three major television networks gear most
of their programming to the fifth-grade educational level.
Why do most people screen out so much valuable information?
191
Certainly their brains can contain more information. Mental experts

estimate that the average person uses less than 10% of his or her
capacity to learn. The human brain has an incredible capacity to learn.
If learning takes place in the present moment—in that special mo-
ment that is ours to possess now—we fail to learn because we don’t
get as much as we can from the present moment. The experts tell us
that two major blockages keep us from learning and growing in the
present moment—two major reasons why we do not savour this pres-
ent time:
• First, we tend to be concerned over the past. We tend to focus

on opportunities we have missed, on relationships that are gone,
on things we wish we had done or not done.
• Second, they say we block out the present moment—with all of
its possibilities—by our anxieties over the future. We long for a
time that will be more pleasant, we fear a time that might be
worse, we worry over something we might not get, or some-
thing we might lose at some future time.
Learning therefore has a lot to do with whether you’re an optimist or

pessimist. Did you ever hear anyone say, as they started out for work,
“Well, it’s back to the old grind?” Or maybe they said, “Well, it’s back
to the old rat race.” What a sad, pessimistic outlook on life! Yet some
people bounce out of bed in the morning, take a deep breath, and say,
“Wow! What a great day to be alive. Look at all of the possibilities
this day holds for me!” What an optimistic view of life!
What’s the difference? Both types of people may have similar
jobs, both may have healthy bodies, both may have the same amount
of money in the bank, and most things in their lives may be equal. Yet
one looks at life as a drag, a grind, a bore—while the other looks at
life as a joy, an opportunity, a series of possibilities. Why?
The pessimist has screened out all of the exciting gifts that the
present moment promises to bring—while the optimist is ready and
eager to receive those gifts. The pessimist is either longing for a bet-
ter moment, which may someday come, or reliving a more pleasant
192
This Is Your Life!
moment that is long gone. But the optimists are willing to trust in their
plans for the future and in their ability to carry them out. They are
willing to savor the memories of the past. Most of all they are alert to
the opportunities that each moment has to give.
Remember, becoming aware—of people, of our surroundings, of
what we are doing—pays double dividends. It enables us to make the
most of each moment as it occurs, and it helps us to savor that mo-
ment in our memory for years to come. Thus, you have the capacity
to make every moment special! And you have the capacity to remem-
ber each moment!
“But I have a terrible memory!” you say! That is not a permanent
condition. You can learn to remember bits of information that will be
useful to you later. You can learn to remember events, names, and
ideas. A good memory can be a great asset as you reach for success!
Here are five tips that can help you remember:
1. Desire is the key to remembering. Take time to realize the value

of what you want to remember. Reinforce it by reminding your-
self that this bit of information can save or make money for you
or that it can enrich your life in some specific way. The more
you desire to remember, the easier you can remember. For ex-
ample, did you ever see anybody forget a promised raise?
2. Write it down. Writing helps in two ways. First, “the palest ink
is more enduring than the greatest memory,” says the old ori-
ental proverb. Second, to write something down, you must see
it as a concrete expression. Anything that you visualize is al-
ways easier to remember than something that is abstract.
3. Read your notes aloud. As you say the words, it will pull the
item to be remembered up from your subconscious and rein-
force the memory.
4. Review your notes until they are firmly fixed in your mind.
5. Promise yourself that you will remember it.
An electrical engineer who had a fantastic memory boasted that

he could remember telephone numbers he had called only once, and
193
hadn’t called in years. To test his memory, someone in the group

asked him to give the phone numbers of several of the firms repre-
sented at the meeting. He rattled them off in rapid succession, without
missing a one.
“How do you do that?” I asked him.
“The key to remembering things,” he said, “is to tell yourself that
you are going to remember them. Most of us,” he explained, “have
conditioned ourselves to say ‘I have a terrible memory.’ It’s a simple
matter of controlling the mind and making it do what you want it to
do.”
I have tried his basic rule for remembering and it works!
This moment is special. It has special learning content. Reach out
and receive it with all of its potential. Store it in your memory so that
you can draw dividends from it forever.
MAKE THIS MOMENT WORTH REMEMBERING
“What happened on your vacation?” the people in the office asked the
returning executive.
“Oh, nothing worth remembering,” came her plaintive reply.
How many people do you know who are locked into patterns and
activities they care nothing at all about? Ask them, “How was work?”
and they’ll say, “So, so.” Ask them how their weekend was, and they’ll
tell you it was a “drag.” Ask them what they’re going to do this week-
end, and they’ll say, “I don’t know.” One comedian summed it up
pretty well when he said, “I’m getting sick and tired of getting up
every morning sick and tired.”
Memories don’t always just happen. In fact, usually we have to
make them happen. Here are some tips to help you do that.
1. Practice awareness of your environment, and what is going on

around you. Theodore Roosevelt loved nature. Often, after an evening
of talk with his good friend, naturalist William Beebe, the two would
walk out into the darkness and look into the endless universe. One of
194
This Is Your Life!
them would recite: “This is the spiral galaxy of Andromeda. It is as

large as our Milky Way. It is one of a hundred million galaxies. It is
800,000 light years away. It consists of one hundred billion suns, each
larger than our own sun.” Finally, after a long moment of silence,
Teddy Roosevelt would grin and say, “Now, I think we are small
enough. Let’s go to bed.”
I fear that far too many people sleep right through the most beau-
tiful moments of their lives.
2. Consciously receive the love that is available to you from oth-

ers. Historian Will Durant often talked about how he had looked for
happiness in knowledge, in his travels, and in his writing—only to be
constantly disillusioned, filled with worry, and fatigued. One day he
caught a glimpse of the true nature of happiness. He saw a woman in
a tiny car, with a child sleeping soundly in her arms. Presently, a man
came along. He sat down in the car, leaned over and kissed the
woman, then softly kissed the child, and the two adults smiled at each
other. As the family drove off, Durant later observed, he realized that
“every normal function of nature holds some delight.”
Share the precious moments of your life with those you love.
Make a special effort to include someone close to you in as many of
your memory-building moments as possible. Memories are always
richer when you have someone to share them.
3. Don’t let worries crowd out your awareness. The word

“worry,” comes from a Greek word meaning “to divide the mind.”
Yesterday’s problems, failures, and missed opportunities, along with
tomorrow’s anxieties, can rob you of all of today’s joys. They can
keep this moment from being worth remembering. “To live the great-
est number of good hours is wisdom,” a famous philosopher once
wrote.
4. Stay in touch with your inner resources. One of my dear

friends, well known for her motivational presentations, once told a
story that illustrates this point quite well. The natives on an African
195
safari contentedly carried the heavy bundles for the first three days of
the expedition. On the fourth day, they simply refused to budge.
Asked why, their leader explained that they were not being stubborn
or lazy.
“For three days they have hurried through the jungle,” he said,
“This day they must wait and let their souls catch up with their bod-
ies.”
We all need that time, at various stages of a busy day, to pause and
get in touch with God, with ourselves, and with the deep underlying
purposes for which we labor. We need to let our souls catch up with
our bodies.
This Is the Moment You’ve Waited For

If you’ve waited for that special moment to come along—that mo-
ment in which you could find the happiness you have longed for—this
is it! Seize it, redeem it, utilize it, and make it a permanent part of your
life forever.
LEAVE ’EM SOMETHING TO REMEMBER YOU BY
An old man, who was known as a miserly grouch, lay on his deathbed,
with his family around him.
“Get my lawyer!” he snarled. When the lawyer reached the room,
the old man instructed him to read the will. The lawyer, observing that
the request was highly unusual, opened the will and read its one po-
tent sentence: “I leave all my fortune and worldly goods to charity,
and none to my family, because I want a lot of people to be sad when
I die.” What a terrible way to ensure that everyone will miss you when
you’re gone!
There is a better way to make the world know you have been here.
It is to leave the lives of all you touch enriched. Stephen Grellet was
born in France, was a Quaker, and died in New Jersey in 1855. That’s
about all we know about him, except for a few lines he penned that
196
This Is Your Life!
have made him immortal. You may have never heard his name, but
certainly you remember these familiar words:
I shall pass through this world but once. Any good that I can do, or
any kindness that I can show any human being, let me do it now and
not defer it. For I shall not pass this way again.
“He who is silent is forgotten,” wrote the Swiss philosopher Amiel

more than a century ago, “he who does not advance falls back; he who
stops is overwhelmed, outdistanced, crushed; he who ceases to grow
becomes smaller; he who leaves off, gives up; the condition of stand-
ing still is the beginning of the end.”
Get Involved
Each of us has so much to give to those around us, and there is so lit-
tle time to give it, that it behooves us to make a conscious effort to get
involved with as many people as we can reasonably touch. We have
much to give those who are closest to us, to those who are less fortu-
nate than we, to those who are struggling to make a beginning, and to
those who have given up and who wish to make a new beginning.
Giving of yourself costs little in relation to the rich dividends it
repays. You cannot enrich the soul of another, without being enriched
yourself. You cannot encourage a disheartened one to try again with-
out receiving new courage yourself. Nor can you give love to the
unlovable, without it coming back to you in many wonderful ways.
Trying to give more than I have received is, I have found, a rather
pleasant dilemma. So many people have been genuinely helpful to me,
over the years, that I feel compelled to respond in kind. But the more I
give, the more I receive—and the debt of gratitude grows ever larger.
BECOME FULLY HUMAN
Many people go through life feeling isolated, never comprehending

what it means to reach out and touch someone. “You’ve gotta under-
197
stand,” they’ll tell you, “It’s a dog-eat-dog world out there! You’ve
gotta look out for yourself.” Such an understanding of humanity is as
far off base as that of the cannibals who told Mark Twain, “We un-
derstand Christianity, we’ve eaten the missionaries.”
Accept the wonderful reality that you are a part of the human race.
You and I are brothers and sisters of humankind. Pick up the rythm of
your humanity. I like Carl Sandburg’s philosophy that the birth of a
child is the greatest evidence that God has not given up on the human
race. And I hope you’ll never give up on it! At times, it may look as if
we will blow ourselves into oblivion, kill ourselves off in the streets,
or strangle in our own pollution. But don’t give up hope!
I hope we can all say with Martin Luther, “Even if I knew that to-
morrow the world would go to pieces, I would still plant my apple
tree.”
198
For information about High Point University,
please call or write:
High Point University

833 Montlieu Avenue
High Point, NC 27262 USA
Telephone (336) 841-9000
Facsimile (336) 841-4599
www.highpoint.edu
For information on Nido Qubein’s speeches, books,

audio/video programs and consulting call or write:
Creative Services, Inc.

806 Westchester Drive
P.O. Box 6008
High Point, NC 27262 USA
Telephone (336) 889-3010
Facsimile (336) 885-3001
www.nidoqubein.com

Nido R Qubein How To Get Anything You Want PDF

Uploaded by

Copyright:

Available Formats

Nido R Qubein How To Get Anything You Want PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Nido R Qubein How To Get Anything You Want PDF

Uploaded by

Copyright:

Available Formats

HOW TO GET ANYTHING

Library of Congress Cataloging in Publication Data

All rights reserved. No part of this publication may be reproduced, stored in a

For quantity purchases of this book contact:

High Point University Press

Originally published as Get the Best from Yourself:

Printed in the United States of America

Once in a great while, a book manages to successfully blend the

virtually no money, no connections, and almost no understanding of

Every worthwhile task of my life has been accomplished with the

Nido Qubein is president of High Point University and chairman of

Chapter 1: The Magic Kingdom of “What If” 1

Chapter 2: What Makes a Winner? 15

Chapter 3: Three Steps to Building a Winner’s Attitude 25

Chapter 4: Mirror, Mirror, on the Wall . . . 39

Chapter 5: How to Grow a Strong, Positive Self-Image 49

Chapter 6: I Think I Can, I Know I Can . . . I Did! 61

Chapter 7: Ten Steps to Building Self-Confidence 69

Chapter 8: Goals: The Way You Control Your Life 83

Chapter 9: Time: Your Greatest Treasure 97

Chapter 10: How to Move the Biggest Obstacle: Yourself 111

Chapter 11: To Catch a Thief 129

Chapter 12: Leadership: The Winner’s Task 139

Chapter 13: Effective Communications Make Things Happen 157

Chapter 14: How to Handle Stress and Distress 171

Chapter 15: How to Avoid Burnout 181

Chapter 16: This Is Your Life! 189

Celebrating your uniqueness is fully developing all of the attributes

WHAT IS YOUR MOST BASIC FREEDOM?

This freedom is equally available to all people regardless of race,

We Cannot Always Control:

But Each of Us Can, and Does, Control:

Artificial Limitations Include:

Troubles and pains

These Real Limits Include:

However, winners have a history of ignoring the shortsighted scoffers

FREEDOM NECESSITATES CHOICES

There’s so much to see, to do, to be! Life is full of choices—like a gi-

Who’s In Charge of Your Life?

They Told You:

Gradually, your peers began to exercise some control.

As you reached young adulthood, you turned to others for guidance as

You and the Law of Inertia

A body at rest tends to remain at rest, and a body in motion tends to

Exercise 1–1. How’re You Doing So Far?

Score yourself as follows: 10 points for each (a) answer,

So, what’s the major change? Physical inertia is controlled by outside

MEANWHILE, BACK IN THE REAL WORLD

They Find Themselves Saying:

Dare to Be a Practical Dreamer

Dreams Come True When You Pay the Price

But “Comfort Zones” are like Caves:

Literature and History Are Full of People Who:

Why? What Made Them Achieve?

The secret is this: They had a winner’s attitude!

annual World Series—and only one of them can win. In professional

The Narrow Margin of Victory

WINNERS MAKE THEIR GOALS:

My friend Zig Ziglar has helped thousands of “also rans” become