THE SELF-LEADER SECRETThe Self-Leader Secret 6 inevitably deliver more and more power, promotions, and pride. Also, I started having fun. I rediscovered that education was fun! I always

Part One

THE

SELF-LEADER

SECRET

GREATEST KEPT SECRET OF

ALL TIME

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Greatest Kept Secret Of All Time

5

The Self-Leader

I stopped in my tracks at work. Like a bad dream, I realizedthe leaders have wealth and prestige and that I would never havemuch. Even worse, I realized that my routine-rut job wasstructured to serve the leaders, from the leaders of the companyI worked for to the leaders of the land who got a chunk ofwhatever I earned. “I make just enough to get by, with maybea little left over for spending,” I said out loud. “I’m on thewrong road, heading toward the wrong future. I work hard; I’veworked all my life, but my hard work is making the leadersrich!”

I stopped to think: The rich and powerful leaders did notwork their whole lives to make someone else happy. But I did.I, along with the majority of people, worked my whole life tomake the leaders happy.

At that moment, I became flush with determination tosomehow wake up from this bad dream into a better world witha better life. Out of nowhere, a voice spoke to me: “The secretto getting rich is to become The Self-Leader!”

A New Concept: Integrated Knowledge

I drove home from work that fateful day wondering, Who isthe self-leader? All I could figure was that the self-leadercaptured for himself the rewards and wealth from his efforts inlife. “I must set off on a journey to discover in myself the self-leader,” I said. “But where do I begin my journey?”

Deeply troubled, I felt I had no power in life. “Knowledgeis power,” a very wise man once said. So I decided to startmy journey seeking knowledge at my place of work.

The next day I began to seriously study my place of workfor the first time. I observed other people doing their jobs andeven asked them questions. Immediately I noticed the more Istarted to learn about the business, the more power I felt.

So, I became the pupil, and my place of work was the school.As I educated myself about the business, I acquired more andmore integrated knowledge. After just one week, I could feelthat this process of building integrated knowledge would

The Self-Leader Secret

6

inevitably deliver more and more power, promotions, and pride.Also, I started having fun. I rediscovered that education was

fun! I always felt that my school days were the happiest daysof my life. In fact, I now realized that when my educationended, a sad stagnation began. I realized that man was meantto use his powerful brain to learn. Man is happiest when he islearning, I thought, unhappy when not learning. So I decidedto keep on learning — right on into the working world. Thatlearning process was my ticket to success and happiness. Onlythis time, good money instead of good report cards was myreward.

The Trap

Without first identifying my stagnation trap, then successwould have been forever impossible, the hardest thing in theworld for me to attain. What was the trap that caused myfinancial and emotional stress? That trap was the opposite ofmy ticket to wealth and happiness — the opposite of integratedknowledge. That trap was unintegrated knowledge in the formof specialized tasks. You see, the opposite of integration isspecialization. Doing the same set routine of specialized tasksevery day caused me a lifelong rut of stagnation.

Our leaders put me in my seemingly inescapable stagnationtrap. Yet wealth and happiness now seemed attainable withanother way of thinking that had never been introduced to me.That other way of thinking was: integrated thinking.

With integrated thinking, I was no longer trapped byspecialized tasks in an inescapable routine rut. Although verynatural, my mind had been conditioned not to work that way.My mind, as everyone else, had always been trapped in a smallsphere of specialized thinking…just following a very limitedroutine of specialized tasks that my leaders laid out for me.Now, with integrated thinking, I began to lead myself.

Rise from the Trap

Integrated knowledge came from my self-education processat work. The more I learned about different aspects of the


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business, the more free I felt from my specialization-trap. Mylearning process, I realized, was a function of curiosity. Myspecialization-trap, put on me by my leaders, had killed thatcuriosity. But I remembered when I was a child. I rememberedmy never-ending curiosity. That curiosity was a natural part ofman, and I felt it coming back. My job became exciting andfun again as I learned more and more about the business!

The business I worked for, as boring as it seemed before,now took on a life of its own. My curiosity and excitementgrew, soon motivated by a promotion. “This is how I was meantto live,” I said out loud one day while driving to work. “Thesehave become the best days of my life!”


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Step OneProject Curiosity

(Inside Secret)As I gained more integrated knowledge about the business,

I seized opportunities that I could never foresee while stuck inmy specialized rut. To build my integrated knowledge, Ideveloped a program at work called Project Curiosity. I simplyexpressed to my peers and superiors an interest in what they weredoing. I asked questions. I explained to them that I wanted tolearn more about the business and that their jobs were veryimportant parts to the business. Most felt flattered and spentas much time with me as I needed. They also felt proud of theirwork, and I reflected to them what good workers they were. Thatnot only was the right thing to do, but the mutual respect that Iestablished began to build my leadership role toward the future.

As I gained integrated knowledge, I gained more and morepower and control over the business. That was pleasantlyunavoidable. Responsibility began to flow in my direction.People began to come to me for answers — for leadership.“Don’t be bashful,” I told myself. “Use your integratedknowledge and give them guidance. Take control.”

I realized I had been taught not to take control, just to doas I was trained. “Our leaders do not want us to gain integratedknowledge and take control,” I told my friends. I knew that Ihad never acquired integrated knowledge before simply becauseI was never introduced to the concept. I was never shown how,and I never saw anyone else going after integrated knowledge.But acquiring integrated knowledge and taking control wasactually very natural…and fun. It sure beat my boring routinerut. Indeed, acquiring integrated knowledge was rooted in mynature — rooted in wonder and in the curiosity to learn…a verystrong and natural desire during childhood that was lost inadulthood as I became specialized.

I now loved Project Curiosity; I resurrected my nearly-forgotten child of the past within. For the first time as an adult,I would go to work “to play”.


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Breaking Free (Inside Secret)

For years, I had been caught in one routine rut with the samespecialized tasks every day, year after year. My specialization-trap cut me off from discovering my own creativity, which cutme off from wealth and happiness.

Man is equipped with the greatest mind in the animalkingdom, and he is capable of this powerful thing calledintegration. Integration is the opposite of specialization. Throughintegration, man enters the new and wonderful world of creation.I stepped one foot into that wonderful new world as I begancreating better ways of doing things at work. I felt exhilarated!

Around this time, I read a book about Milton Hershey. Irealized that integration was behind Milton Hershey’s phenomenalsuccess. It got me thinking; take the simplest money-makingunit, I thought, the one-man, one-cart candy vendor selling hishomemade candy creations. Say that candyman quit his job asan educated accountant to become this entrepreneur. He wouldface a challenge, for he would be too specialized. He must begood at everything needed to succeed, not just accounting. Hemust develop and make the candy; he must service his equipmentand fix it when it breaks down; he must advertise perhapsthrough non-conservative yelling; he must be streetwise to handletroublemakers; he must clean his cart to keep his candyappetizing; he must do his own crude research and developmentto outcompete his street-smart competition; he must figure outthe best times and places to sell; he must organize and ordersupplies to smoothly meet inventories; he must purchase raw foodsupplies and must time perishable inventory properly; he mustpurchase needed equipment. He must stay competitive. Perhapshe gets creative and invests in an artist who paints an appetizingdesign on his cart. Or maybe he gets really clever and installsfans that blow a sweet chocolate aroma in the faces of passersby.He must do everything. He must be sure that his intake isgreater than his output of money. He must keep track ofinventories, supplies, monies, even marketing data. He mustbecome aggressive. He must figure out the best places to sell.Although his competition may not like his aggressiveness, thatis all part of marketing. “Where do I stand at 5 o’clock? In


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Times Square or in Greenwich Village?” He has to figure outall these different things. He cannot remain specialized andsurvive. He cannot just be an expert accountant. He cannotjust be an expert service mechanic. He cannot just be an expertmarketer or just an expert candymaker. No matter how delicioushis candy creations, he will not sell his candy with a dirty,broken-down cart. On the other hand, no matter how good hisjanitorial and mechanical skills, he will not sell a thing withawful-tasting candies. No matter how expert his marketingtechniques, he will not sell for long if he runs out of candies.No matter how expert his accounting, he will not survive unlesshe integrates everything needed for success.

I realized that from that entrepreneurial atom emerged theunderstanding, the indisputable core of anyone producing moneyand power — from a candy vendor on the streets of New Yorkto the presidents of corporate America fifty stories above. Thatindisputable core is: integration.

I stood up and began pacing back and forth in my hometalking out loud, like a professor talking to his class: “To grow,become more successful, and put more values into society —thus, build more wealth and happiness for oneself — requiresintegration, not specialization. Specialization just puts us instagnation-traps. We all know this because of our specializedroutine-ruts. Our value creation is limited to our specializedtasks. We can’t grow; we can’t bring more values to society,thus more wealth, pride and happiness to ourselves and ourfamilies. We handle the same specialized job every day, dayafter day. And since we can’t put more values and more of ourown creativity into our specialized jobs — into society — thenwe stagnate. We will not experience growing wealth andhappiness during our lifetimes, not this way.”

I stopped pacing. I sat down and sank into deep thought:What is the path to growing wealth and happiness? I believe,for the first time in my life, I know the answer. The path togrowing wealth and happiness is: creating greater and greatervalues for society. If we are specialized and cannot put morevalues into society, then we have no growing wealth andhappiness. We have no growing power, period. If not growing,then we are slowly dying. Indeed, without growing wealth and


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happiness, then stress and stagnation creeps in. Our enthusiasmfor life, love, and happiness tires, fades, and then dies as wegrow older.

I stood up and started pacing and “lecturing” again. Mymind, for the first time in many years, was on fire. “Imaginea street vendor who is specialized as opposed to integratedbecause he works for a distribution company and does only whathe is told,” I said. My hands were moving around as I talked.“Everything is prepared for him: he is told when and where tostand every day. He loyally stands at his corner from 11:00 amto 7:30 p.m., every day. He does that for ten years, twenty years.He still stands there every day, as an old man. He never becameintegrated, thus his unique creativity never flowed. He wasrobbed of an exciting life!

“Now, contrast that poor man to Milton Hershey: MiltonHershey started off working in a candy factory, and later hepushed a candy cart in the streets. But Hershey learnedintegrated thinking. He began integrating all the aspects of valueproduction. Through integration — integrating everything neededfor success from the secret ingredient of his chocolate to the growingdistribution system of his candy — he rose to breathtaking successand wealth. Most importantly, he felt the growing happiness ofbringing more and more values to society. He brought the greatestvalue to society: that is, he provided jobs — thousands of jobs!…We must put an end to our stagnation traps!”

Why Our Leaders Specialize Our Workplace (Inside Secret)

Why do our leaders make our jobs specialized traps? I wentto see my father who was a former Senior Research Scientistfor Du Pont.

I explained everything to him. My father smiled knowinglyas I said, “Dad, first consider the integrated thinker, say thatsuccess-bound Milton Hershey type. He figures out what it takesto be successful. And he relies on no one. He is tough andindependent. He digs for integrated knowledge and begins tobuild his way out of his rut towards success. He does that —digs for success — on his own. And no matter what companythat integrated thinker works for, no one can stop him. That’s


13

right, he who gains integrated knowledge will easily integrateall aspects of success. He is going to rise to the top of thatcompany. He will soon begin nipping at the heels of the peoplein upper management, and he will eventually take over theirjobs.”

My dad smiled at my vigorous pursuit and said, “I know allabout that from my days at Du Pont.”

“Now, let me ask you, Dad, couldn’t leaders of big businessestoday, without explicitly realizing what they’re doing, over thedecades shape their companies’ jobs into specialized traps todiscourage integrated thinking? Couldn’t they shape theircompanies’ jobs into specialized traps to stop integrated thinkingand suppress competition from within so they can remain on topunchallenged?”

My Dad raised his eyebrows and nodded.“They protect their livelihoods,” I continued. Now, I was

on a roll. “The integrating Milton Hershey type is independent,does not really need a boss or supervisor, and is destined to takecontrol of the company…whereas the specialized worker is aquiet slave always dependent on his leaders, on those above him.Instead, imagine independent integrated thinkers rising throughouttoday’s companies. No way. Today’s business leadersdiscourage integrated thinking to stop competition from within.…They’re like a hoax.” I stopped to think for a moment. “Thewhite-collar hoax,” I added.

After another pause, I continued, “A hard-driving integratedthinker such as the original founder exerts the energy and effortto keep his company dynamic, competitive, growing, and full ofopportunities — through building his company’s momentuminstead of just riding it. After a few generations, however, thosecompanies become filled with lazy executives. Those companies,with the white-collar hoax sitting on top, slow down and becomeuncompetitive, bureaucratic, specialized structures.

“When an employee beats the odds, becomes a competitiveintegrated thinker, he or she or she starts rapidly rising in thecompany as did Lee Iacocca at Ford under Henry Ford II’sleadership — a third-generation grandson. Ford II suppressedand then fired Iacocca. But Iacocca eventually became presidentof Chrysler, and he became very successful.


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“In corporate America, I suspect the executives above youat work subconsciously do not want to encounter an integratedthinker. Those above you, from your boss to the CEO, do notreally want you to accumulate integrated knowledge about thebusiness. Today’s executives are very different than the foundersand first-generation executives.”

My dad nodded. “I can really relate to everything you’retalking about,” he said. “The president of Du Pont disliked thegreatest value at Du Pont — integrated thinkers. Lazy leadersreally don’t like workers’ initiatives to acquire integratedknowledge. Management gives those employees resistance. Big-business leaders today are often lazy, insecure people. That’swhy they implicitly discourage us from rising up.”

“But the original business leaders are not at all like that,” Isaid. “I’ll tell you a story about William Durant, the founderof General Motors. Even before cars, he was co-owner of theDurant-Dort Carriage Company. He built the carriages thathorses pulled. In 1890, a young man in his twenties namedCharles Nash was employed by Durant-Dort Carriage Companyand was put in the blacksmith department pounding iron all daylong. Not long after he was there, this young man walkedthrough the doors of Durant’s easily accessible office. ‘I’mwasting my time,’ he said. ‘You can get a power hammer there.It would cost about $35.00 and do more pounding in a day thanI can do in a month!’ Durant took the young man’s suggestionand then put him on a drill press that prepared cart braces forattachment. A few days later, Durant visited Nash at his newstation. Nash’s station looked like none of the others: Nash hadrigged it with an overhead spring and a treadle that left bothhands free and doubled output. Durant was so impressed, hesaid, ‘Charlie, we’ll get another man here. Come with me.’Durant equipped all the stations with a spring and treadle.

“Durant put Nash in another department and another and thenanother. Nash gained more and more integrated knowledge andrapidly moved his way up. He began integrating all aspects ofthe business. With Durant’s encouraging and nurturing manner,Nash broke through the specialized rut of just pounding iron allday long. He rose to the top.


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“Nash went on to become, in 1910, the President of Buick;in 1912, the President of General Motors; and then four yearslater he left General Motors to start Nash Motors Company. Iknow you remember the Nash Rambler. Nash Motors Companylater evolved into American Motors.”

I paused to shake my head. Then I finished, “We won’t haverising Charles Nashes today because everyone is suppressed;everyone is discouraged. The leaders don’t want us to acquirethe all-powerful secret to success — integrated knowledge. Theyonly want our routine effort that maintains the business that theyride for all the wealth.”

Beating The Odds (Inside Secret)

I stopped for a breath and realized I was not finished. Icontinued, “Occasionally someone does beat the odds as did LeeIacocca. That someone discovers integrated thinking. Andoccasionally someone leaves his specialization-trap to start hisown business. He’s forced to break free from a specializedroutine in order to survive. Even that small entrepreneur, saythe cart-pushing candyman, can’t remain specialized. He can’tjust be a good customer-service man and merely laugh and greeteveryone. He has got to do everything. He must acquire a basiclevel of integrated knowledge to survive.”

“You’re so right,” my father said. “But let me warn you,when you beat the odds and beat the management above you andsucceed with integrated thinking, or if you leave to start yourown business, then aspiring leaders in government will eventuallystrike and often destroy your integrated efforts. Every business-advancing integrated thinker including every entrepreneur fearsauthorities — fears local authorities, fears federal authorities, theIRS, FTC, EPA; fears legal authorities, such as litigious lawyers.Every business-advancing integrated thinker carries that fear.Remember, I ran into FDA authorities when I was soaring aheadon cures to diseases at Du Pont.”

“You know, we all sense the dishonesty and destruction inour government. But can the ordinary person really put togetherthe hoax and expose the frauds? No, we just know thatdishonesty goes on in our government, yet we’re too specialized


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to put together the fraud above us, no less a solution.”“But those who beat the odds and start rising up with

integrated thinking are not too specialized to put together thefraud above us,” my father added, “perhaps even a solution.”

“Yes, yes, I see,” I said. “Most people go to work, do thesame set routine, then go back home. They can’t possibly exposethe frauds in management and certainly can’t expose the fraudsthroughout our government. Ordinary people don’t know howbusiness and the economy really work. They’re simply toospecialized. They go to their jobs, go back home, and they’renone the wiser. They can’t really see and expose the hoax aslong as they have no integrated knowledge.”

“But through integrated thinking,” my father added, “theybegin to know how business works, then how the economy reallyworks, then how big government really works against theeconomy. At that point, they not only see the hoax throughoutgovernment, but begin to see and expose the frauds. Without adoubt, integrated knowledge threatens our leaders in governmentas well as in big business. Therefore, our government pushesdown entrepreneurs and all others who rise up through integratedthinking.”

At that moment, I remembered a movie I saw years ago calledTucker, a true story: Back in the ’40s, a lone genius of society,just a working man named Preston Tucker, defied theEstablishment and developed the Tucker Torpedo — the car ofthe future. It was the car America loved. Yet, just before massproduction began, political big-business leaders teamed togetherwith regulatory bureaucrats in the SEC and with a dishonest judgefrom our decadent legal system to destroy Tucker. Thosedishonest people, our establishment-leaders, destroyed PrestonTucker, an entrepreneurial genius who rose up from just aworking man on the assembly line. He rose through integratedthinking to bring an unprecedented value to society. After ourleaders destroyed Tucker, he got very sick and, his life ruined,he gave up and died. …Yes, Dad was right, I realized.

“Integrated thinking is discouraged by our big companies, byour big government, and by our public educational system,controlled by our government,” I heard my father saying.

“Society is suppressed into a big specialization-trap,” I heard


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myself saying. “Integrated thinking is our only way to put moreand more values into society — our only way to build ourhappiness and wealth! Our leaders suppress our only way tohappiness and wealth. And they even use fear and intimidationagainst entrepreneurs and others who rise up with integratedthinking!”

“We feel disillusioned as adults, son. Life and love are notwhat we once thought they would be. But we have no clue thatlife is so much less than our youthful expectations and hopesbecause our leaders are not treating us right!”

Our Leaders Are Wrong To Us! (Inside Secret)

My father stopped talking, for he saw me suddenly drift intomy own thoughts. I could not shake off my thoughts aboutPreston Tucker: Just what did those big-business and governmentleaders destroy? Yes, they destroyed Preston Tucker. Yes, theydestroyed that beautiful Tucker Torpedo that America loved. Butthey destroyed even more — they destroyed the greatest valueone can bring to society: They destroyed the tens of thousandsof jobs and new opportunities that Tucker would have broughtto the working class.

Now I understood why so many people suffer in silentfrustration, and I said, “For decades, human potential has beensystematically battered down and destroyed…like Preston Tuckerand his car company that would’ve created thousands of jobs.Jobs are being destroyed. Opportunities for us disappear withthose lost jobs. Even worse, tender youth and their newbusinesses that would bring a plethora of new jobs andopportunities to the world cannot rise today in the face ofdebilitating laws, regulations, litigation, and lawsuits.Recessionary times are politically created conditions! Society’slong-term standard of living is suffering. Why? Integratedthinkers can’t rise. Thus, prosperity for the people sinks.Prosperity is being drained from the people to preserve the livingsof lazy leaders!”

My father, a very wise man, seemed astonished at myunderstanding about the state of things today. My father’s eyestold me how proud he was of me.


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Good-Bye Wealth and Happiness (Inside Secret)

I thanked my father for his worldly advice. While drivinghome, I pondered the life I dreamed about in my youth and howI never found that life. I started thinking about another movieI had seen years before, City Slickers starring Billy Crystal. Iremembered a scene where the three main characters were sittingtogether, one had a gun and was contemplating shooting himselfbecause he was caught in a stagnation-trap with no way out. Hewas crying. I remembered that another character played by BillyCrystal desperately said something like No! Remember when wewere kids, and we’d play ball, and the ball would get stuck ina tree? We’d yell, ‘Do-over!’ and we’d just play it over again.That’s all you need to do now — a do-over. Do your life overagain. Do a do-over; we’ll all do a do-over.

But I now understood why the movie never really answeredthe problem of their stagnation-traps and their disillusionment oflife. The director and the writer of that movie sensed thehopelessness, but did not understand we are all trapped inspecialization. They did not know that our leaders put us inthese traps. “The problem is bigger than us!” I shouted in mycar. “The problem is beyond our control and not our fault. Andjust before we die, we know we’ve been robbed for all eternity.We just don’t know how or why or by whom. We never findthe life we dreamed about in our youth.” …Now, I wasdetermined to not only make a lot of money, but to have thecomplete life of my dreams as well.

They Use Us…And Use Us Up! (Inside Secret)

When I returned home, I unlocked my door, walked insidemy house, went straight for the phone and quickly punched outa phone number.

“Hello?” answered my brother.“Eric, it’s me,” I said.“It’s…it’s after midnight. Is something wrong?”“I’ll tell you what’s wrong. We’re all stuck. Our taxes keep

going up in order to pay for the leaders who drain society. Yet,we don’t even know what’s really happening. Eric, your wealth


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and happiness is suppressed. Your time on earth, to experienceeverything you ever will, goes by in a flash. What a tragedyto look back and know you missed out. Your leaders cause youto miss out! You must not let that happen to you and yourloved ones! We’re all stuck in a big stagnation-trap! But I don’tthink our lives need to be like that. We can break free!”

Leave the Leaders’ System…Discover the Self-Leader System(Inside Secret)

My brother and I talked for forty minutes. After we hungup, I sat at my kitchen table and began writing in my diary: “Tofree myself from the leaders’ system requires a powerful counter-system. I’ll call it: The Self-Leader System. The Self-LeaderSystem has begun unfolding before me day by day. I can feelthe self-leader growing within me every day, deep in my soul.I have begun building a base of integrated power inside that noestablishment-leader can stop. I will not be denied. I will notdie unfulfilled, without experiencing wealth, prosperity, andromantic love. I will experience the good life. I will build theSelf-Leader System, step by step, until it breaks through theestablishment-leaders’ money/power monopoly. I will make suremy loved ones and I get the life really worth living. Hereafter,I will enthusiastically educate myself about my place of work.Over the next few weeks, I will acquire the basic knowledge ofhow everything works.”

Things really started to roll.

The Golden World (Inside Secret)

The next day, when I returned home from work, my brotherwas sitting on my front doorstep waiting for me.

“I want to know more about our phone call last night. I wantto learn about The Self-Leader System.”

“A Golden World awaits us, Eric,” I said, “a world youalways wanted but never found. You belong in that world ofsuper happiness and wealth. Remember when we were boys, andwe felt life had so much to offer...excitement, wealth andromance? A tremendous hoax hid that world from us. I’m just


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now uncovering the Self-Leader System that’ll take us into thatworld. As I uncover the Self-Leader System, I’ll give youlessons and assignments along with me. I can get you startedtoday; here’s your first assignment called Project Curiosity: Starteducating yourself on the different aspects of the business atwork. As you initiate this process, you must not be afraid totake on opportunity — camouflaged sometimes as unwantedresponsibilities. But realize, those seemingly unwantedresponsibilities are just part of getting used to change. We’retaught to avoid change. But you’ll go through a lot of changesas you go through The Self-Leader System and gain more andmore integrated knowledge. Those changes will require somegetting used to at first. Before long, what seemed unpleasantbefore will become the most exciting part of your career —change…the opposite of a routine rut. Like me, you’ll quicklystart having fun. You’ll rapidly go through changes as youdiscover a world of wealth-building actions all around you. Atthat point, you’ll be ready for your next lesson. Here, I’ll writedown Lesson One:”

The Self-Leader SystemLesson One(Inside Secret)

Start Project Curiosity to educate yourself about thebusiness and acquire a general overview of integratedknowledge. Project Curiosity is your starting line to wealth.After a week of Project Curiosity — learning the businessinside and out — you will begin to see integrated clustersof wealth-building actions all around you. Those clustersthat build wealth with no limits will have you motivatedfor the next lesson, which I now believe will turn out tobe an incredible shortcut to wealth!


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Step TwoThe Self-Investment Plan

(Inside Secret)After a few weeks with Project Curiosity, I knew all the basic

responsibilities at my place of work. Now I saw how those basicresponsibilities could be grouped into wealth-building jobs.Indeed, the company’s basic responsibilities, instead of beingstatic routine chores, could be grouped into dynamic money-making clusters. I could see how those integrated wealth-buildingclusters could become the wealth-building jobs within thecompany. I secretly planned to target and take over one of thoselucrative wealth-building jobs. I called my secret plan my Self-Investment Plan.

I realized the purpose of business was to BUILD VALUEfor consumers and BUILD WEALTH for the business. The areasof purpose in the company were those integrated clusters ofresponsibilities that could BUILD VALUE and WEALTH asopposed to specialized responsibilities that could build nothing.I realized that in today’s specialized working world, the purposeof business was lost. Instead of tightly integrated responsibilitiesdesigned to build value and wealth, most jobs consisted ofunintegrated specialized tasks that just maintained the business.Instead of integrated means to build value and wealth, thespecialized tasks are ends in themselves — dead-end routinechores to just turn in, causing dead-end jobs. Almost no one’sjob dynamically BUILDS the business, I thought; nearlyeveryone’s job just MAINTAINS the business. People justmaintain, stuck in their boring routine ruts. As everyonemaintains the existing business, the third, fourth, fifth-generationleaders keep riding the business.

Jobs should instead consist of the purpose of business —BUILD VALUE and WEALTH. And now I saw how value/wealth-building purpose could be found throughout any business.Those areas of purpose — areas of building value and wealth— are the true ends into which the job responsibilities mustconverge; then those responsibilities become potent integratedMEANS to build value and wealth, not impotent specialized


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ENDS (i.e., dead-ends) to routinely turn in. …The ends ofresponsibilities must build value and wealth — the purpose ofbusiness.

My exciting Self-Investment Plan would pull together all thescattered, specialized responsibilities into the most leveragedclusters of integrated knowledge — areas of purpose…of buildingvalue and wealth. My Self-Investment Plan would first definethe areas of purpose (i.e., areas that build value and wealth)at my place of work. I would define and then acquire one ofthose dynamic areas of purpose at my place of work — adynamic job that I could build and grow without limits. Froma dead-end job to an open-ended job! All germaneresponsibilities would come together into a synergisticallyintegrated force — my job. No longer static ends in themselves,the company’s basic responsibilities would now become dynamicmeans with which to push forward their purpose…to build, build,build value and wealth!

So, I systematically transformed my dead-end job into awealth-building job. After defining the potential money-makingjobs for my place of work, I chose the one I wanted and steadilytook over each of its responsibilities, one by one. ...No onereally knew what I was doing, but I eventually had a wealth-building job! And soon thereafter, I was able to creatively buildvalue and wealth!

First, as seen in Diagram One on the next page, I listed thecompany’s basic responsibilities. Then, as seen in Diagram Two,I defined those basic responsibilities’ money-making purposes.Then, as seen in Diagrams Three and Four, I restructured thecompany on paper into the wealth-building jobs. I silentlyselected the wealth-building job I wanted, and I remembered: allresponsibilities were built on details. I forced myself to masterand absorb the details that made up those responsibilities Ineeded. The details were mine for the taking, for people werehappily relieved of nitty-gritty details. Then, lo and behold, theresponsibilities began to flow my way; my stagnation-trap steadilytransformed into a wealth-building job!

As I started taking over more and more of the responsibilitiesof my targeted wealth-building job, I realized that, until now, Ihad just maintained my specialized tasks, hopelessly stuck in my


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Diagram OneProcess To Determine Areas Of Purpose

FIRST: LIST THE BASIC RESPONSIBILITIESOF YOUR COMPANY (MY EXAMPLE BELOW)

Basic Responsibilities:

Buy Television Spots

Set Up TV Commercials

Buy Space (newspapers, magazines)

Set Up Space-Media Ads

Rent Mailing Lists

Set Up Mailings

Manage Database

Keep Data/Statistics

Keep Books

Do Accounting

Control Order Processing

Control Shipping Products

Control Product Manufacturing

Control Customer Service

Control Computer Needs


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Diagram TwoProcess To Determine Areas Of Purpose

NEXT: DEFINE THE RESPONSIBILITIES’ PURPOSEEach basic responsibility needs a purpose. For, a responsibility

cannot exist by itself. For example, look at the first responsibility onthe list (next page): buy television spots. Could buying TV spots existon its own if not for the television marketing program? Of course not.That responsibility is dependent on the television marketing program.The television marketing program is the purpose of the firstresponsibility on the next page, the purpose of buying television spots.The television marketing program is an area of purpose. Buyingtelevision spots along with nine other responsibilities integrate into thetelevision marketing program, which will become clear over DiagramsTwo, Three, and Four. As we will learn, one person will handle thatfully integrated area of purpose, the television marketing program.

Randomly running down the list: could buying ad space innewspapers exist on its own? No. It needs a purpose. Could rentingmailing lists (known as list brokering) exist on its own? No. It needsa purpose. Could accounting exist on its own? No. It needs a purpose.Could order processing exist on its own right? No. It needs a purpose.And so on.

Today, however, the responsibilities on the next page are establishedas departments in traditional direct-mail companies, existing on theirown as ends in themselves instead of integrating into their purposes.That common practice of making the basic responsibilities ends inthemselves is why most jobs today are specialized, closed-ended ruts.For, no way exists to build a mere responsibility that is split from itsintegrated, open-ended purpose. Again, how can one build rentingmailing lists without that responsibility being integrated to its purpose:the direct-mail marketing program? Yet, list brokering is treated as anindependent department in nearly every direct-mail company today.

To determine the purpose of each basic responsibility, simplyfinish the sentence: “This responsibility exists due to_________________________.” For example, “Buying television spotsexists due to the television marketing program.” My example of thisprocess is done on the next page. Several of the responsibilities existin more than one purpose. For example, accounting could not existon its own. That responsibility is dependent on, for example, thetelevision marketing program. The television marketing program is itspurpose. Also, other accounting records exist due to other marketingprograms. Therefore, that responsibility will exist in more that onepurpose, as seen on the next page.

Do not get tied up on technicalities if you have trouble graspingthe process. By the time you get through Diagram Four, the processwill become clear.


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Diagram TwoProcess To Determine Areas Of Purpose

(continued) Basic Responsibilities:

Buy Television Spots:Responsibility exists due to: Television Marketing Program.

Set up Television Commercials:Responsibility exists due to: Television Marketing Program.

Buy Space (newspapers, magazines):Responsibility exists due to: Space-Media Marketing Program.

Set Up Space-Media Ads:Responsibility exists due to: Space-Media Marketing Program.

Rent Mailing Lists:Responsibility exists due to: Direct-Mail Marketing Program.

Set Up Mailings:Responsibility exists due to: Direct-Mail Marketing Program and

Database Marketing Program.

Manage Database:Responsibility exists due to: Database Marketing Program.

Keep Data/Statistics:Responsibility exists due to: Each of the marketing programs.

Keep Books:Responsibility exists due to: Each of the marketing programs.

Do Accounting:Responsibility exists due to: Each of the marketing programs.

Control Order Processing:Responsibility exists due to: Each of the marketing programs.

Control Shipping Products:Responsibility exists due to: Each of the marketing programs.

Control Product Manufacturing:Responsibility exists due to: Each of the marketing programs.

Control Customer Service:Responsibility exists due to: Each of the marketing programs.

Control Computer Needs:Responsibility exists due to: Each of the marketing programs.


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Diagram ThreeProcess To Determine Areas Of Purpose

OVERVIEW OF BASIC RESPONSIBILITIESAND THEIR AREAS OF PURPOSE

Basic Responsibilities: Areas of Purpose:

Buy Television Spots Television Marketing

Set Up Commercials

Buy Space (newspapers, magazines) Space-Media Marketing

Set Up Space-Media Ads

Rent Mailing Lists Direct-Mail Marketing

Set Up Mailings

Manage Database Database Marketing

Keep Data/Statistics

Keep Books

Do Accounting

Control Order Processing

Control Shipping Products

Control Product Manufacturing

Control Customer Service

Control Computer Needs


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Diagram FourProcess To Determine Areas Of Purpose

LAST: PUT TOGETHER THE AREAS OF PURPOSE

Now pull the basic responsibilities together by their money-making areas of purpose:

Television Marketing: Space-Media Marketing:Buy Television Spots Buy SpaceSet Up TV Commercials Set Up Space-Media AdsKeep Data/Statistics Keep Data/StatisticsKeep Books Keep BooksDo Accounting Do AccountingControl Order Processing Control Order ProcessingControl Shipping Products Control Shipping ProductsControl Product Manufacturing Control Product ManufacturingControl Customer Service Control Customer ServiceControl Computer Needs Control Computer Needs

Direct-Mail Marketing: Database Marketing:Rent Mailing Lists Manage DatabaseSet Up Mailings (purchasing, printing, Set Up Mailings (purchasing, printing, lettershop) lettershop)Keep Data/Statistics Keep Data/StatisticsKeep Books Keep BooksDo Accounting Do AccountingControl Order Processing Control Order ProcessingControl Shipping Products Control Shipping ProductsControl Product Manufacturing Control Product ManufacturingControl Customer Service Control Customer ServiceControl Computer Needs Control Computer Needs

ObservationAs you can see, the areas of purpose form into specific

marketing programs — wealth-building jobs. As the companygrows, those marketing programs divide into specific marketingprojects — into new wealth-building jobs. Every job alwaysremains a wealth-building job. You will see how that is possibleas the Self-Leader System continues.


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boring routine rut. Finally, I was moving toward an open-endedjob! I discovered creativity within me, a hidden ability I neverknew I had in me!

When I first told my brother about the Self-Investment Plan,he could not believe his ears.

“That’s too good to be true,” my brother, said. “You mean,I can pull together job responsibilities at work that make me kindof my own boss — like an entrepreneur? You mean, I canactually build profits for the company and for myself? I’d lovethat! Right now, work feels so meaningless. I feel so boredand stagnant!”

Time to Move Beyond the Establishment System (Inside Secret)

I went on to explain to him that most companies turned theirbasic responsibilities into specialized jobs. Therefore, those jobshad no money-making purpose and could never build value andwealth and grow. But once a person identified the basicresponsibilities’ money-making purposes at work, then he or shecould pull together on paper the jobs with money-making purpose— the company’s potential wealth-building jobs — and targetone. Like me, that person could steadily take over a purpose-driven job.

“Generations of corporate executives split apart the integratedareas of purpose into dead-end specialized tasks,” I explained.“Areas of purpose, areas that can build value and wealth, rarelyexist today, long since obliterated into ends-in-themselvesresponsibilities …into specialized jobs and departments notintegrated with making money.

“The company I previously worked for,” I pointed out, “madeeach of its basic responsibilities a separate job or department.Therefore, those departments and their jobs could never buildwealth and grow. Once I identified the basic responsibilities’money-making purposes, then I could pull together the company’sareas of purpose.”

My brother went home with the diagrams of the Self-Investment Plan. A week later, he and I got together again. Hehad gone on a crash program of Project Curiosity at work andhad already determined the company’s basic responsibilities. He


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had sketched out his Self-Investment Plan with the company’sareas of purpose, its wealth-building jobs. He was very excited.The first thing he said when we got together was: “The wealth-building jobs are dynamite! They can grow without limits anddepend on no one but yourself! And it’s all so simple! Whydoesn’t every business do this? This is an amazingbreakthrough!” I had never seen my brother like this.

“Listen, Eric,” I said, “until now, PURPOSE, the very reasonfor business and the very reason for working and living, was lostto the lazy leaders of big-business who could not remaincompetitive in an environment of self-integrating men and womenwith purpose. By removing integrated knowledge and purposeamong the masses, the leaders can rise above us all…to live offour efforts and capture all the success for themselves.”

My brother sighed and nodded, but he looked a littleconfused.

“Sometime in the first half of the twenty-first century,” Icontinued, “all businesses will have to change from dead-endspecialized jobs to open-ended integrated jobs — jobs integratedwith building wealth. Those wealth-building jobs will transformordinary people into integrated thinkers and self-leaders. Andintegrated thinkers and self-leaders will eventually begin buildinggreater values for the consumers. Of course, the lazy big-business and big-government leaders need us to be specializedthinkers and their followers. Again, they couldn’t remaincompetitive in an environment of self-leaders. Having removedmoney-making purpose from our livelihoods and motivation fromour souls, the establishment-leaders now easily float above us alland live off our routine efforts. We’re their slaves.”

“You mean, big-business leaders won’t want thisbreakthrough?” my brother asked. “They choose not to set uplike this? Why not? Their businesses would boom and theiremployees would get rich!”

“And that is exactly why every business eventually has togo this way,” I said. Then I explained further, “When that daycomes and ordinary working people can lead themselves, thecomfortable establishment-leaders will lose their supervisory rolesover us. So, they will discourage the Self-Leader System.Nevertheless, I think we have discovered a treasure. You see,


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dead-end static responsibilities pulled together into integratedwealth-building jobs are like torn pieces of a treasure mapbrought together. Useless apart but priceless together, thoseresponsibilities, once brought together into their money-makingpurposes, will lead us to the money, to the good life.”

Eric nodded. “Without people building new wealth, theleaders can keep their jobs and ride the old wealth,” he said.“Corporate executives have become too comfortable to encouragedynamic areas of purpose throughout their companies. Instead,corporate executives have divided the responsibilities intospecialized tasks, just static ends in themselves — jobs thatcannot build wealth.”

“But all that must now change for you,” I said.“Responsibilities must no longer be divided into specialized endsin themselves; they must be integrated into the means to an end.That end is the purpose of business — to BUILD VALUE andWEALTH. Responsibilities divided into specialized tasks andscattered into dead-end specialized jobs is the old power gameof divide and rule. Our leaders stay on top with no competitionfrom within.”

My brother nodded again.“You must now execute your Self-Investment Plan,” I

continued. “You must pull together those dead-end tasks intoopen-ended wealth-building clusters. Pull together the basicresponsibilities into integrated areas of purpose. Otherwise, youcan’t grow. You can only MAINTAIN. If you maintain yourautomatic, specialized tasks for the rest of your life, then you’llsink into miserable stagnation. Imagine what it must be like tojust order mailing lists week after week where I work, doing justas one is told, for an entire lifetime…versus building the entiremailing program with no limits!”

“How did this happen?” my brother asked. “Why don’t Ihave integrated knowledge? Why does tradition split apart theresponsibilities that need to integrate with their money-makingpurposes? Why does tradition make the simple responsibilitiesends in themselves instead of integrated means to build theirmoney-making purposes…which can be built to no limits? Whydoes this happen? As you said, only areas of purpose can buildwealth and value. So why are all jobs non-growth, dead-end


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responsibilities in which people cannot build wealth, cannot grow,thus stagnate? …Just why does tradition obliterate purposethroughout business?”

“There are two reasons — one innocent and one not soinnocent,” I said. “During the early twentieth century, first-generation business leaders such as Henry Ford discovered thepower of the division of labor as it applied to labor-intensivemanufacturing. The results were so powerful, business leadersinnocently yet erroneously applied the division of labor to mind-intensive business. The division of labor in its raw physical-labor mode boosts manufacturing but wreaks havoc on business.The division of labor must instead evolve into a physical/mentalmode — into the shortest physical and mental movements — tobuilding value and wealth. Those shortest physical/mentalmovements are the wealth-building areas of purpose — thetwenty-first century wealth-building jobs. That next evolutionof the division of labor is the division of essence. Let it beknown: the purpose — the essence — of business is: BUILDVALUE and WEALTH.”

My brother smiled and nodded.“Now, the other reason our jobs are specialized ruts is not

so innocent,” I continued. “Unintegrated and uncompetitiveagainst anyone integrated, lazy business leaders, perhapssubconsciously, evolve specialized business structures to protecttheir own livelihoods. In fact, I’m convinced that specializationhappens subconsciously as a natural result of leadership-laziness:Corporate executives over the past century, beginning a coupleof generations after the early industrial empire builders, routinelydelegate specific responsibilities into static jobs. They don’t builddynamic areas of purpose and create dynamic wealth-buildingjobs. For, those executives don’t have the competitive energyor drive to handle or manage such dynamic jobs and people.Today, whether innocent or not, nearly all businesses follow thispath-of-least-resistance tradition. The working world is a bigstagnation-trap.”

My brother shook his head.“Now, Eric, I’m going to test you: How far can the head

of a purchasing department grow?”“Only so far as the business allows; he cannot build


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purchasing,” my brother said.“Yet, that responsibility becomes an end in itself in traditional

companies — a specialized dead-end job with no integratedpower, no purpose,” I said. “Now, let me ask you: How farcan the head of a list-brokering department grow?”

“Just as far as the mailings grow,” Eric said. “He can’t buildlist brokering.”

“Exactly. …How far can the printing department grow?”“Just however many books get sold.”“But how far can the direct-mail marketing program grow?”

I asked him.“That’s a dynamic area of purpose that builds wealth,” he

said. “There’s no limit.”“Very good!” I said. “You remembered that each

responsibility in business can be attached to its money-makingpurpose. Therefore, list brokering is merely a responsibility thatcould not exist or grow without its purpose: the direct-mailprogram. If list brokering is a department — an end in itself —no self-made growth can come to that dead-end job. No self-leadercan rise.”

“Ordinary people like you and me must instead pull togetherthe responsibilities into their money-making purposes,” Eric said.A light went off in Eric’s eyes. “I get it!” he exclaimed. “Thisis how we go from ordinary to extraordinary!”

I smiled. “Yes,” I said. “Ordinary people have ordinarylives. Now, we can have extraordinary lives! Pull those basicresponsibilities together into the integrated means to push forwardtheir purposes. I call those integrated wealth-buildingresponsibilities: mentally integrating responsibilities. You see,those responsibilities come together into the same purpose forone mind to integrate. That one person discovers the power ofpotent integrated knowledge — discovers synergy among thatintegrated cluster of wealth-building responsibilities. He discoversthe power of integrated thinking, which leads to creative thinking.Creative thinking leads to building values. That cluster ofmentally integrating responsibilities was traditionally disintegratedand divided throughout the company among different people whojust turned in their specialized tasks. They suffered fromstagnation with their dead-end responsibilities. They suffered


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from the mental impotence of specialized thinking. Butresponsibilities pulled together by purpose and integrated by onemind lifts us from the ordinary into the extraordinary.”

“Why is that?”“Because now that ordinary person discovers the purpose-

driven life! The mentally integrating responsibilities come to lifewithin his mind and that ordinary person races forward intovalue-building/wealth-building ventures with no limits. There’snothing else like it!”

“I can already feel myself changing with integrated thinking,”Eric said. “Every thought now connects with creating value andmaking money! This is exciting! Now I can look around meat work and see that most people today have no power. They’retrapped by specialized thinking. I can now feel how peopletomorrow will have genuine power — self-power — liberated byintegrated thinking. Instead of slaving their lives away for theirleaders, they’ll really live their lives for themselves! They’ll buildtheir own success and wealth! That’s what I’m going to do now.”

“Exhilarating,” I said. “Now, Eric, I’ve written down LessonTwo, your assignment for this week:”

The Self-Leader SystemLesson Two(Inside Secret)

After having spent a few weeks on Project Curiosity,you can identify your company’s basic responsibilities. Atthis point, I want you to engage The Self-Investment Planto figure out the wealth-building areas of purpose at work.Next week, your plan will be to take over one (or more,eventually) of those exciting open-ended, wealth-buildingareas of purpose. You will do that by ending a lifetimeof investing in your leaders, by instead investing inyourself. But for this week’s lesson, work on your Self-Investment Plan. You gave me a good start, but study yourprocess used to determine the areas of purpose. Eric,escape the zombie-like routine of your specialized rut. Do


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this by pulling together mentally integrating responsibilities— responsibilities that must be integrated by your one mindto move business forward. Former dead-end responsibilitiesmust now fuse together into open-ended wealth-buildingresponsibilities. In other words, responsibilities must nowcome together into a dynamic wealth-building area ofpurpose for you to move forward. Those mentallyintegrating responsibilities will finally serve their purpose:to BUILD VALUE and WEALTH. …Next week you’llbegin investing in yourself to take over one of thoseexciting wealth-building areas of purpose!


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Step ThreeInvesting In Self

(Inside Secret)I came to work the next day determined to take over one of

those areas of purpose to have my own wealth-building job. Myfather once told me, “To understand the vast universe firstrequires digging into and understanding the tiniest subatomicparticles.” Similarly, to understand vast wealth first requiresdigging into and understanding the tiniest nitty-gritty details, Ifigured. So, I came to work this particular morning ready toreally dig in.

I started really digging into my job like never before. I tookfull command of every detail in my job and of every detailrelated to my job. Little did I suspect that digging into andmastering the nitty-gritty details was a direct investment inmyself. Not knowing any better, I previously never reallymastered the nitty-gritty details. I never bothered. Instead, Ijust did my work — just automatically turned in my duties as Iwas told. Never finding the simple key to investing in myself,I had served the establishment-leaders all my adult life.

That seemed to change as I directed my efforts to getting inand understanding the procedures, roots, current purpose and allthe reasons behind the nitty-gritty details: the what, why, where,when, and how. I learned the integrations behind why they wereoriginally formed, how they currently operated, what exactly theyaccomplished, when and where they applied, and the full andfinished purpose and reasons behind how they served thebusiness…including how they served my superiors’ jobs. To dothat, I reached into my superiors’ jobs and began understandingtheir areas of the business as well. Some superiors did not likethis intense and specific digging, but they could not stop it.

Only by learning the end-purpose, full procedure, andoperational reasons behind every detail could I begin to masterthe details. Then, with that understanding of the full procedureand purpose of every detail, I determined whether the purposewas best served by the way a detail currently existed…or if Icould improve the detail to better serve its purpose. The details


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now moved into my realm of control and integrations. I beganto evolve into the internally guided, integrating mode. I beganto think — not just follow what was taught, but integrate whatwas best. I was evolving beyond leaders, discovering self.

Indeed, by mastering the nitty-gritty details, I now truly ranmy job through my own integrated thinking. I dramaticallyimproved my efficiency. I dramatically strengthened my job.Then it dawned on me: before now, I never really ran my jobthrough my own thinking. Instead, I blindly followed. Irobotically did and routinely turned in my responsibilities, justas I was taught.

Until now, I merely maintained my job originally establishedon someone else’s integrated thinking — probably on thefounder’s integrated thinking years before. Before now, I neverknew about digging to understand the roots and integrationsbehind every detail. I never knew about mastering those detailsto run my job on my own integrated thinking, adjusting andadvancing the details to better serve their purposes. No, I knewonly about following and turning in responsibilities as I wastaught, not a clue about mastering details and responsibilities,which ignited my own integrating powers…and turned on mycreativity!

I felt my competence grow. As a rising integrated thinker,I took more and more control, and more and more businessnaturally flowed my way — to the man in control…theburgeoning self-leader. Instead of just turning in my duties viamy set, specialized routine, I aggressively took over thoseresponsibilities and improved them. This must be how CharlesNash felt, I remember thinking. My control spread over moreand more of the business. My mind would never again functionthrough static, specialized thinking in which I functionedautomatically in a zombie-like state, for now I had discovereddynamic integrated thinking. I passionately improved more andmore chunks of business and success. I was becoming a market-driven businessman. I was exhilarated! My value to the worldbegan to grow, and so did my happiness!


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The Self-Leader’s Success Path (Inside Secret)

A phenomenon began to occur: At my place of work, as inany company — well managed or poorly managed —responsibilities would get routinely delegated to subordinates. AsI mastered and absorbed those responsibilities, more and moreresponsibilities flowed my way, to the man in control. Thatphenomenon began moving me toward success as I acquiredgreater and greater integrated knowledge and power.

Mastering and absorbing responsibility was a direct investmentin myself and my success. Responsibilities and opportunitiesbegan to flow my way that I could never before imagine or knowexisted. As I rose from my specialization-trap, I knew that thesuccess of all self-made, powerful and wealthy people grewthrough this phenomenon as they mastered details and absorbedresponsibilities, and, as a result, opportunities flowed their waythey could have never imagined. Eventually, like them, I wouldembark on an unforeseen journey into success, power, and wealth.

This self-investment path with the details was my only wayto take control of my life as a burgeoning self-leader. I wrotein my journal: “In any company, a person is given certainresponsibilities. Those first, delegated responsibilities determinehis or her capacity to eventually move forward. If the boss givesa responsibility to me, I now take that responsibility into my ownrealm of integrated thinking by mastering every nitty-gritty detail.I fully take over that responsibility. The average person doesnot.

“The average person is stuck in the following mode, and Iam not. The difference is: who absorbs and masters theresponsibilities given to them? My peers do not. I do.Therefore, I build my integrated knowledge and control.Especially in staid, bureaucratic companies, lazy managers liketo delegate. As I take over those responsibilities, they becomemine. Unbeknownst to those managers, I have begun to acquiremy own area of purpose.”


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The Golden Key (Inside Secret)

I now specifically hunted for the details and responsibilitiesthat were part of my targeted area of purpose. I steadily tookcontrol of my chosen wealth-building-job-to-be. Before now, theword “success”, when it came right down to it, left me wondering“what the heck do I do?” But now, I knew exactly what to do.

I previously did not master and absorb responsibilities (i.e.,opportunities) that went my way. So all growth had stopped,and all hope had ended as nothing positive happened. As ayoung man, stagnation had already engulfed me. But all thatnow changed. Opportunities kept flowing to me. No longer afollower but now an initiator, I now created my ownopportunities.

Know Your Destiny (Inside Secret)

The next day my brother stopped by. As we sat down inthe living room, I could not wait to talk: “Eric, I can nowbecome anyone’s ‘fortune teller’. Let me tell you your future.It’s easy. I just need to observe whether or not you leave behindleaders and discover self. I can best explain it with a story.”

My brother listened closely as I told my story…“Walter Chrysler, founder of Chrysler Corporation, first

worked for a railroad line adjusting locomotive valves. An oldveteran was training the young Walter Chrysler the highlycomplicated art of adjusting locomotive valves. But the old manliked drinking too much. One evening, the old man wanted togo drinking in town. In the middle of the job, he turned towardWalter, said good night, and headed for town. Surprised andconfused, Walter was left on his own with a pressing deadline.

Adjusting locomotive valves was very complex, even for aveteran. But young Walter Chrysler did not panic. He dug intothe nitty-gritty details like never before. He mastered andabsorbed the giant responsibility that night. Not long thereafter,he began improving valve adjusting through his own integratedthinking. Soon, he did not need the old veteran. Soon thereafter,he did better than the old veteran himself. …The youngChrysler’s decision that frightful night to dig into the details like


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never before and to master the responsibility of adjusting valveshad planted the seeds of integrated thinking and self-leadership,which years later blossomed into Chrysler Corporation.

“Walter Chrysler couldn’t know, while sitting there digginginto the nitty-gritty details on those valves, how he was goingto build a giant American car company. While mastering andabsorbing the details on his own, he couldn’t see how he wasinvesting in himself and how his actions would initiate a self-perpetuating process of integrated thinking that eventually led himto building his own empire.

“This integrated thinking causes opportunities you often don’tforesee to start coming your way…bigger and more lucrativethings ahead. What happened to Chrysler? He became the bestvalve man for a railroad line. One day, he was called into anunsuspected meeting with some prominent businessmen. Thatmeeting resulted in Chrysler advancing from a valve adjuster intoa major management position, a major promotion. In time,William Durant pulled Chrysler from locomotives into GeneralMotors where he rose to the top. Eventually, Walter Chryslerstarted Chrysler Motors and built it into one of the three bigAmerican car manufacturers.”

My brother listened closely to my story of Walter Chrysler.When I noticed the intensity in Eric’s eyes, I emphasized mypoint by saying, “Walter Chrysler could have never guessed, backwhen he was digging into the nitty-gritty details that night whilethe old man went out drinking, that he’d someday build one ofAmerica’s big-three car companies. But imagine that night: notknowing what he was doing with those valves but really digginginto the details and thinking hard and taking the responsibilityinto his own command to run on his own integrations. Thatattitude and character-development set a precedent of integratedthinking. Throughout his life, he mastered more and more detailsand responsibilities to steadily build a bigger and bigger successpuzzle. Always remember, Eric, the success-bound process ofintegrated thinking leads to opportunities one can never foreseeor imagine.”

“People have no idea how they block their own futures beforethey ever get started,” Eric said out of the blue. “No one wantsto hear that he or she is sabotaging his or her future. But we


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avoid the only path to becoming the self-leader — mastering andabsorbing nitty-gritty details.” Eric stopped talking, but I couldsee he was busily thinking. I watched his eyes light up. Helooked directly at me and said, “But, the road to success nowseems so down-to-earth and so attainable.” He nodded and said,“Success really all comes down to just the most simple thing:master the details and absorb the responsibilities — especiallythose responsibilities of my targeted area of purpose.”

“Exactly,” I said. My hand dropped to my lap with a slapof finality. “And, you don’t even have to abandon your security.I know you have a family to care for. You don’t have to doanything risky like starting your own business. At work, justdig into the details and absorb the responsibilities.”

Eric’s eyes lit up. “It’s not so out of reach anymore…I mean,to become rich and powerful,” he said. “I mean…think aboutit: if not for mastering details and absorbing responsibilities,Walter Chrysler could have easily ended up as a 65-year-oldmechanic at some gas station complaining, ‘Where did I gowrong? What happened to my dreams?’ If that were thescenario, then you could trace his life of stagnation right backto that night the old man left to drink and the young WalterChrysler did not dig into those valves and master thatresponsibility. Instead, his seed of success goes right back tothat night because he did dig into the details and master thatresponsibility to start his journey into integrated thinking. I guessyou can say that on that night, young Walter Chrysler becamea man — a successful man.”

My brother took a deep breath and continued, “These pastcouple of weeks have made me rediscover an excitement for lifethat I’d forgotten about. Also, I get an overwhelming sense everyday of having been used for years. I feel every day that mypeers are all being used and used up. I feel great, but I feelbad for them…like I wish I could help them. I mean, I have agood friend who’s stuck doing construction. He’ll never getsomething better.”

“Eric, this process works at any level; let’s take your friend,the construction worker. Well, he might ask skeptically, ‘Whatbig-time success could I possibly get as a physical laborer?’Easy to answer him. I’d tell him: Just take over whatever


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responsibility falls in front of you; take over responsibilities andmake them run on your own integrations. You’ll become likea Charlie Bannon before you know it. Charlie Bannon, by theway, is the main character in a book called Calumet K. Bymastering and taking over nitty-gritty details and responsibilities,Bannon quickly took control of large construction sites — the‘areas of purpose’…those wealth-building jobs — for thecompany that hired him. I’d tell your friend: Once you becomelike a Charlie Bannon, you’ll eventually take charge of evenmore. You could eventually become the company’s president,or possibly start your own successful construction company. Asyou get hooked on integrated thinking, you’ll never stopabsorbing integrated knowledge and could even someday becomea powerful real-estate magnate or developer. Start off as aconstruction worker and become a Donald Trump! But the keyis: whatever detail or responsibility falls in front of you, masterit! And keep in mind a clear plan — a clear target — to takeover the basic responsibilities that jell into an exciting wealth-building job, such as taking over a construction site. The sooneryou take control of the basic responsibilities integrated togetherby the same wealth-building purpose, the sooner you’ll buildwealth and release the creativity now buried somewhere deep inyour mind.”

“Can you imagine?” Eric said. He smiled.“On the other hand,” I continued, “if your friend doesn’t dig

into the nitty-gritty details and take integrated control ofresponsibilities, he’ll remain on his current path in life. He’lljust follow a specialized routine; he’ll always be a constructionhand. I can then predict a mediocre future of stagnation andcamouflaged unhappiness. For, he’ll just continue spending hisenergy to support the plush lifestyle of the leaders. But now,your friend can actually change. If he starts investing in himselfand starts absorbing details and responsibilities, I can then predicta powerful future of success and happiness. The prediction willbe true. For, he’ll have become the self-leader.”

I noticed my brother seemed a little emotional. I said,“Throughout your life, Eric, you and I and everyone else gotstuck in routine ruts. Those stagnation-traps drained the youthfulexcitement completely out of us. We’ve been squeezed into those


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stagnation traps because our business and political leaders shutdown opportunities everywhere. They shut down opportunitiesboth by making our jobs specialized and by generating more andmore laws and regulations. All those new laws, all their lawyersand lawsuits, and all those funded bureaucracies and regulationsstrangle forward progress of American businesses andopportunities for us. All those laws, lawyers, and regulationssuppress our society. As society is suppressed, each individualis held captive in his or her stagnation-trap, unable to rise.”

“But we elect our politicians, Mark. Do we choose this fate?”“No. We’ve been tricked.”“But, if we don’t choose this fate of stagnation, then why

can’t we move up?”“We don’t move up because the opportunities aren’t there,”

I said. “And we don’t know how to make opportunities forourselves. We don’t know how to break through suppressed,specialized thinking into dynamic, integrated thinking. If wecould find a way, I know each and every one of us wouldunleash our potential and reap the rewards. We wouldn’t spendthe rest of our lives trapped in our limited jobs that leave usfinancially stressed out and emotionally empty.”

“The Self-Leader System is the way,” Eric said.“As long as we’re led by career politicians and politically

ambitious regulatory bureaucrats, politically fed lawyers,politically driven judges, political businessmen, politicaljournalists, and political activists,” I added, “then society andnearly everyone in that politicized society will be trapped, unableto move forward. The only ordinary people who won’t sufferstagnant, wasted lives are those who discover self-leadershipthrough integrated thinking — the only way out.”

“I get it! With integrated thinking, we don’t wait for ourleaders to make opportunities for us, for they work against us.With integrated thinking, we’ll become self-leaders and make ourown opportunities!”

I nodded and smiled.“How do I accelerate becoming a self-leader right at my place

of work?”“To do that,” I answered, “you absolutely must leave behind

specialized thinking, which traps you in a zombie-like rut as a


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‘slave’ for the well-to-do leaders. Integrated thinking frees youto be a dynamo for yourself. Until now, all your efforts havegone into the success of the leaders. Yes, you’ve been used andused up as the leaders live off your efforts. How do you becomethe self-leader and put all your efforts into yourself so that yourise to success, power, and wealth? You must determine youare ready for integrated thinking and dig into the specific, nitty-gritty details. …So, here we go — back to your assignment:”

The Self-Leader SystemLesson Three

(Inside Secret)Having done your Self-Investment Plan (Lesson Two)

in which you determined the areas of purpose and plannedthe one you want to go after, you are now ready to investin yourself and absorb the specific wealth-buildingresponsibilities of your targeted area of purpose. You mustfirst master the details and responsibilities of your currentjob. Then, spread out and systematically master and takeover the details and the mentally integrating responsibilitiesof your targeted area of purpose — your targeted wealth-building portion of the business. Once you absorb detailby detail, take over responsibility by responsibility, andacquire that open-ended wealth-building area of purpose,then you will move ahead into building wealth. And that’sexciting!

Understand every detail directly related and indirectlyrelated to each responsibility. Know not only how thedetails work, but the reason they get executed a certain way,the original integrations behind those details. Only thencan you move those details into your own realm ofintegrations. Only then can you improve those details tobest serve the responsibility and its money-making purpose.Only then can you make the responsibility your own. Youcannot just follow the way the responsibility and its relateddetails are done now. For one thing, the responsibility is


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currently part of someone’s specialized routine rut and doesnot serve its money-making purpose. You must understandit all — all the details both directly related and indirectlyrelated…to the point you can do everything yourself. Thenand only then do you know the details enough to beginintegrating and improving their roles.

Starting tomorrow at work, I want you to dig into everydetail of your job like never before. I want you to masterthose details to the point that you actually improve manyof them to better serve their purposes. Then I want youto push forward into your Self-Investment Plan. Absorband take over the responsibilities of your targeted area ofpurpose. Do not stop until, like me, you can build wealthfor the company and for yourself.


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Step FourThe Fast-Track Method

(Inside Secret)For the first time, I began building wealth. It felt good! I

began moving ahead into new self-made opportunities. As thoseopportunities grew, so did the demands on my time. Soon I wasunder impossible time pressures. At the end of one high-pacedday, I looked at my schedule book. That day’s tasks lookedsomething like this:

• Do In-Basket• Organize work for others• Call Jim T. of Pacific Envelope• Draft letter to supplier• Meet with secretary• Review inventory report• Work on new brochure

Those tasks were checked off as completed for that day. Thefollowing tasks were never finished:

• Write to second supplier• Call about new quotes• Meet with programmer• Update marketing data• Organize most current files• Talk to long-time employee about friction building• Review new brochure with the foreign department

Before going home, I rotated the unfinished tasks above intothe next day. My schedule for the next day, with the rotatedtasks, looked like this:

• Be sure to write letter to second supplier• Be sure to get new quotes• Be sure to meet with programmer• Do not leave till update marketing data• Be sure to finally organize files• Make sure I talk to that long-time employee• Set up time first thing with foreign department to review brochure


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Aside from the rotated tasks, I also listed the following twotasks:

• Must meet with boss for three-hour weekly meeting inafternoon

• Must prepare for meeting all morning

I knew I was quickly getting just plain out of control.

Iron-Grip Control (Inside Secret)

So, I did something unique and radical: I set up my dayslike a manufacturing factory…say, like Ford Motor Company’sassembly-line. But instead of manufacturing cars, I manufacturedsuccess and money. As did Henry Ford, I applied the divisionof labor to my “manufacturing factory”. Later came the vitalingredient of creativity. But at first, I divided my work into thesmooth physical movements of labor. Then, like Henry Ford'srecord-smashing assembly-line, I broke all conceivable recordsin my manufacturing of success and money.

My new working format enabled me to double then triple thenquadruple my capacity by integrating work into smooth physicalmovements like an assembly line. Diagram Five on the next twopages shows just three days of tasks I did.

Amazed at my soaring capacity and control with my newsystem, I called my brother over to share the news. I firstshowed my brother the three days of tasks completed under mynew system (Diagram Five, next two pages).

“How did you easily handle that overwhelming list in justthree days?” he asked.

I looked at him and smiled. “Consider the task of deliveringthe overwhelming number of pieces of U.S. mail each day,” Isaid. “If that mail were dumped into large piles for the mailmento fill their bags and start delivering — the first letter to anaddress perhaps on the west side, the next letter perhaps to thesouth side, the next letter back to the west side — the physicallydisjointed mail-delivery system would get hopelessly behind.”

“Of course, that’s obvious,” my brother said.“Similarly, the physically disjointed, traditional work schedule

gets hopelessly behind,” I continued. “As the mail must be


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Diagram Five

Three Days Of Completed Tasks• Call Stuart to uncover lucrative French Canadian magazines for ad

• Write letter to Nightingale-Conant to rent profitable list

• Copywrite revolutionary video-tape production

• Call and negotiate KCI masterfile for potential European profits

• Call Jim Tegtmire, review in detail envelope quotes

• Write Stuart C. about discount on older, large mailing lists

• Write telex-letter to British on organizing Europe mailing

• Make format corrections on new “exploding envelope” idea

• Fill out and send 2nd-class application to post office

• Meet with Teri to further organize Summit

• Meet with Helen to supervise IBM computer process

• Hold interviews for job opening

• Arrange insertion in Strategic Investing Newsletter

• Organize business trip to Europe this weekend

• Call InterMarket Magazine to negotiate “exploding envelope”

• Call around other video shops for better deal

• Write telex-letter to Peter R. in England about lettershop process

• Study costs, set-up costs, overall company costs

• Review lettershop invoices and correct problems developing

• Train new employee

• Call Data For Graphics, typesetters about ads

• Write telex-letter to Irish Agency: business center in Ireland

• Review financial records; develop financial statement

• Meet with WW, president

• Call Better Investing and negotiate “exploding envelope”

• Write Newsletter Management about their list, negotiate their list

• Write Brian K. of Boardroom a note about discounting list

• Write Bernard letter preparing extensive meeting in Canada, Oct.

• Go through in-basket (each day)

• Organize sections in office for daily inspection

• Study job applications for customer service and accounting

(continued next page)


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Diagram Five

Three Days of Completed Tasks(continued)

• Call Don P. about space ad• Call Bill Levine with final Moneysworth edits• Write two letters to authorities• Make purchase order to Linden Computer Services• Review Helen W.’s writing: edit, copywrite new profitable product• Review accounting procedures with HW• Call Maclean Hunter, leads on big Canadian lists• Call “La Opinion” to inquiry about new, Spanish-speaking market• Write letter to HUME about doing business together in Canada• Make corrections in Andrew’s invoice• Meet with Melinda• Call Blue Shield to establish new insurance policy• Meet with Vicki• Meet with Linde• Call Newsletter Management to confirm deal• Write “mass” letter for “exploding envelope” concept• Write Canadian DMA for leads on printers• Design brief coupon for split test on free-offer newsletter• Make and send “exploding envelope” mock to Don Perry• Develop outline and start copywriting report with FW, joint venture• Review all data and effects on finances, set up new incoming data• Meet with Shelly• Call Lori D. of Success Magazine to run inquiry ad• Call LA Times to run classified and get information on other ads• Call Metro Mail, quotes in acquiring phone number, telemarketing• Write telex-letter to Peter R. in England about invoice• Meet with Teri• Call PSA computer shop for schedule to put up names• Call the National Enquirer about ad• Call Mega Media about inquiry ad in Globe• Call West Coast Video about production

• Meet with WW, president


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physically integrated, so must one’s job. For example, theoverwhelming U.S. mail gets divided into easy-to-handle, physicalcarrier-route deliveries. Similarly, my overwhelming job thatpreviously never got finished gets divided into a few easy-to-handle physical movements that now always get done.

“To divide my job into the physical carrier-route-like tightlyintegrated movements, I studied my three days of tasks. Iidentified six physical movements. I identified: (1) Phone Calls,(2) Letter Writing, (3) Copywriting, (4) Accounting, (5) Meetings,(6) Operations. Each movement is a raw physical act — a phonecall, for example, requires picking up the phone and dialing nomatter what the call is about.”

“I’m beginning to see — physical movements,” Eric said.“Exactly, just like an assembly-line!” I said. “Now, before

I demonstrate exactly how those basic physical movementsprovide the format to accelerate your journey to money andpower, let’s review how I determined my physical movements.I want you to do a little exercise with my three days of tasks(Diagram Five). As you examine my three days of tasks, noticethat I make a number of phone calls. Making phone calls, likedriving in rivets on the assembly-line, requires a physicalmovement — picking up the phone and dialing. The movementremains the same no matter who one calls or what one callsabout. Go through the list and put a #1 next to all phone calls.”I waited as my brother went through the list, marking phone callswith a #1.

“Next you can see that I write a number of letters. To writea letter requires a physical movement regardless who I write orwhat I write about. Put a #2 next to the letter-writing tasks.”I waited.

“I develop ads and product copy. Copywriting too is anindependent movement. That is #3. Mark all copywriting tasks#3.” I waited.

“I spend substantial time doing finances, bookkeeping,accounting, and invoice review. Mark all those financialmovements #4.” Again, I waited.

“Although many approaches and techniques exist for meetings,holding meetings still is a specific physical act. Mark allmeetings with a #5,” I said.


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I continued: “The five movements identified above may ormay not apply to other jobs. But the next movement appliesto nearly all mentally based jobs (desk jobs) and many physicallybased jobs (skilled and unskilled labor, addressed later in thischapter). To determine this final movement, look over the tasks;all but a few are marked off. The remaining unmarked tasksdo not seem to link together into a related movement. Thosedisjointed, left-over tasks are the culprits of nit-picking work thatshoot your days to shreds. Now we can finally corner them.You, too, will have disjointed tasks left over. Those seeminglydisjointed tasks actually all fall under one physical movement— the physical movement of operating your job. Now you cancapture those problem-makers into one movement to blast throughin one shot. You will move forward all day long in otherimportant movements, momentum not destroyed by nit-pickingwork. Number those now-harmless tasks with a #6.”

I waited, then said, “Now notice the integration among thesame unwieldy, three days of tasks when broken down into theirphysical movements. (See Diagram Six on the next page.) Lookagain at the unwieldy list of tasks (Diagram Five, pages 47 and48) compared to the streamlined list of tasks (Diagram Six, page51). Those streamlined tasks show my career divided into itssmooth physical movements. Notice the assembly-line efficiency.…As my career continues to integrate, everything continues tomove toward simplicity and efficiency.”

Putting The Physical Movements To Work (Inside Secret)

My brother still seemed in disbelief that I handled so manytasks. “How do you do it?” he asked.

“Consider that small personal computers today can producealmost any image — abstract designs, quality pictures, evenmotion pictures” I replied. “The small home computers producethose advanced images through a two-step process: First, theybreak down complex images to their handful of fundamentalshapes. Indeed, every shape on earth comes from a handful offundamental shapes just as all colors on earth come from threefundamental colors — red, yellow, and blue. Second, the homecomputers interlock little specks of those handful of fundamental


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Diagram SixPhysical Movements And Their Tightly Integrated Physical Tasks

Physical Movement #1: Phone Calls• Call Stuart • Call La Opinion• Call KCI • Call Blue Cross/Blue Shield• Call Jim T. • Call Newsletter Management• Call InterMarket • Call Lori D.• Call Video Shops • Call LA Times• Call Data-For-Graphics • Call Metro Mail• Call Better Investing • Call PSA• Call Don P. • Call National Enquirer• Call Bill L. • Call Stuart, Mega Media• Call Maclean Hunter • Call West Coast Video

Physical Movement #2: Letter Writing• Write Nightingale-Conant • Write Bernard M.• Write Stuart • Write letter for authorities• Write telex British authorities • Write HUME• Write telex to Peter R. • Write exploding-envelope letter• Write telex to Francis L., Ireland • Write Canadian DMA• Write Newsletter Management • Write telex to Peter R.• Write Brian K.

Physical Movement #3: Copywriting• Script for Video Production • Write outline, start writing• Edit Helen W.’s new product joint book with FW

Physical Movement #4: Accounting• Study costs • Understand HW’s procedures• Review invoices • Correct Andrews invoice• Review records • Data review

Physical Movement #5: Meetings and People• Meet with Teri • Meet with Linde• Meet with Helen • Meet with Shelly• Meet with WW • Meet with Teri• Meet with Melinda • Meet with WW• Meet with Vicki

Physical Movement #6: Operations• Corrections expl. envelope • In-basket each day• 2nd-class application • Sections for inspection• Interviews and training • Study job file• Strategic Investing insertion • PO to Linden• Prepare for European trip • Layout for newsletter• Train new employee • Mock exploding envelope to Don


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shapes by the hundreds to form advanced images with incrediblespeed, power, and control. The ability to produce compleximages becomes quite simple and efficient.

“Similarly, my new wealth-building job breaks down to a fewfundamental movements. Just as the many colors and manyshapes reduce to a few fundamental colors and shapes, the manyprojects and deals in my wealth-building job reduce to a fewfundamental movements. I interlock little tasks of those handfulof basic movements by the hundreds to perform advancedbusiness moves with amazing speed, power, and control. Theability to manage my complex wealth-building job becomes quitesimple and efficient.”

My brother said, “Ok, I can see the idea behind the fewphysical movements, but how do those physical movements makeyou so darned efficient? There are only so many hours in aday!”

“I’ll tell you,” I said. “After determining my basicmovements, I determined the approximate activity of eachmovement. In other words, I estimated the percentage of my10-hour day that I should devote to each movement. Recognizethat I estimated what I should devote, not necessarily what I wasdevoting at the time. I estimated these percentages:

(1) Phone Calls 20% or 2 hrs.(2) Letter Writing 15% or 1.5 hrs.(3) Copy Writing 10% or 1 hrs.(4) Accounting 20% or 2 hrs.(5) Meetings 15% or 1.5 hrs.(6) Operations 20% or 2 hrs.

“Then I made a daily-schedule breakdown:

8:00-10:00am Phone Calls (2 hrs.)10:00-11:30 Letter Writing (1.5 hrs.)11:30-1:30pm Operations (2 hrs.)1:30-2:30 Copy Writing (1 hrs.)2:30-4:30 Accounting (2 hrs.)4:30-6:00 Meetings (1.5 hrs.)

“Now, look over my schedule in action,” I said while showing


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my brother my Week-at-a-Glance Schedule book. (See DiagramSeven “Three Days Interlocked” on the next page.) I do notschedule my tasks to time as does the traditional daily schedule.I schedule my physical movements to time.”

“But how does that make you get so much done?” my brotherasked.

“Consider that the super-efficient assembly-line does notschedule tasks to time as in the hand-built days; it schedules thephysical movements to time stations. The inferior traditionalschedule that schedules tasks to time is like the inferior hand-built car process during the early 1900s that scheduled tasks totime — to the time-consuming tasks of putting in and adjustingthe steering wheel, then carrying over and hand-fitting the seats,collating the rubber and rim and then putting on the wheel, andso on. The traditional schedule misses the interlocking integrationof scheduling the physical movements to time, out of whichsurface intensified, streamlined, physically integrated tasks likethe intensified, streamlined tasks of a rivet-man in an assembly-line. Look closely at my schedule. (See Diagram Seven, nextpage.) I drive home my physically integrated tasks like the rivetman drives home rivets. Like the rivet man driving in rivet!after rivet! after rivet!…I push out phone call! after phone call!after phone call! I do not walk over and have a meeting, thenpick up the phone to make a call, then try my hand at a littlecopywriting, then make another call, then draft a letter. Such acommon scenario among businessmen can be compared to theold way of building cars by putting the seats in, then comingover and putting in the brakes, changing tools to work on thesteering wheel, then stopping for a lunch break. No, I just ‘drivethat rivet home’, drive it home. Upon integrating movementsto time, you too will soar beyond all productivity records justas the development of the assembly-line soared past allproductivity records.”

Intensity (Inside Secret)

“The new schedule doubled, tripled, then quadrupled myintensity,” I said to my brother. “I’ve learned that intensity isthe most leveraged time-management tool. I’ve tried those time-


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Strip in original artwork, enclosed.

Diagram Seven

The Money-Making FactoryThree Days Of Tasks Interlocked


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management courses that offer unrealistic disciplines to find anextra hour to two hours in a day. Even if I could handle thedisciplines, how much good is an extra hour? Aside from notbeing worth the effort, that extra hour would not make me amoney/power giant.

“But if I double my intensity, I basically double my capacity.Suddenly, I in a sense gain ten extra hours in my ten-hourworkday. If I triple my intensity, I gain twenty extra hours inmy ten-hour day. With a physically streamlined schedule, myintensity has surged to many times what it once was.

“My physically streamlined schedule (Diagram Seven, page54) deceives you as to just how much I really accomplish. Likeobserving a skillful athlete, the simplicity and ease tends tocamouflage the significance of my working format. But, lookat my planning sheet. (See Diagram Eight, pages 56 through60.) That planning sheet gives you a perspective of the volumeof my wealth-building job! To appreciate the intensity generatedby my physically streamlined schedule, let me point out thateverything on the five-page power-thinking list was done or wasput into motion in one week. (Diagram Seven, “Three DaysInterlocked” on page 54, shows Monday through Wednesday ofthat week.)

“That happened by creating intense pockets of timeinterlocked to the physical movements. Now consider that you,your neighbor, your son or daughter in high school could handlemy schedule. You could easily make phone calls, write letters,go through the in-basket and stay on my schedule. Save foractual hands-on experience, you could sit down tomorrow in theseat of my wealth-building job and orchestrate my highly complexcareer. With the division-of-labor schedule, any great wealth-building career can be yours.”

The Underlying Concept That Allows Ordinary People To HandleExtraordinary Jobs (Inside Secret)

I wrote in my diary the underlying concept behind mybreakthrough: “Go back for a moment to the eighteenth-centuryeconomist Adam Smith who identified that dividing labor intosmaller and smaller units could build wealth at greater and greater


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Diagram Eight

Power-Thinking ListWeek of 8/19 – 8/25

Europe• Read first test results• Determine results of British Postal Meeting; make decisions on

mailing lists as a result of meeting• Boardroom negotiate price to rent entire file• KCI negotiate price 550M...call Karen and lower price• Newsletter Management negotiate price...send letter to lower price• Nightingale Conant negotiate price• Cogan’s masterfiles such as Shindler masterfile• Then continue in big numbers from there

Expanding Envelope• Finishing designing and typesetting• Have first batch printed• InterMarket arrange• Better Investing call for test• Design letter to ad director of several magazines• Call Money Making and try it there

Inserts• Send Strategic Investing order for October issue• Print 32M brochures; print 32M remittance envelopes• Test Newsletter Management with 300M universe

AMS Lettershop• Test new 8-page newspaper format• Test tabloid in larger size envelope; have Pacific Envelope print

larger size envelope• Test placing conversion notice first• Test logo coupon vs. regular• Put some lists through women-purge program; test repeat of 2nd

quarter Shindler to increase universe• Ticket to Success test; if looks good, go back to England test

Space Media• Test Moneysworth; Better Living; good space deals• Test Neothink® Management ad; go in all good publications that

rejected original ad — send brochure• Test “Ticket to Success” ad in Spanish-speaking magazine; set ad

through Stuart


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Diagram Eight(continued)


• Test “Ticket to Success” ad in French-speaking Canadian magazine;check with Stuart if knows market

• Test 1/6 page “Ticket to Success” ad in next issue of Success todemonstrate if nature of ad can run time after time such asMellinger’s 1/6 page ads, year after year, building recognition andcredibility. If so, study different magazines.

• Test “Ticket to Success” bind-in card in magazine; test versusexploding envelope in InterMarket

• Of course, pursue exploding envelope as indicated above• Classified ad• Pick up National Enquirer and determine best inquiry ad size• Pick up and study different publications and ads.

Canadian Market• Run “Ticket to Success” in several Canadian publications as a) a

feeler ad, and b) good strategy for them to get used to us to accept4-page or expanding envelope

• Set Fiduciary loose on testing Canadian lists• Establish a Canadian mail house in October while in Montreal• Get a huge-volume list and mail via BMI into Canada• Test French brochure to French-Canadian names - via AMS 106• Send Claudette letter for leads

Neothink® Management Book• Finish brochure and mail from England before October 1st to best

70M names• Finish editing...to WW• Finish final chapter• Ongoing product development

Gary’s Area• Finish brochure and mail from England hopefully before October

1st to all buyers minus RIBI names• Provide GT with necessary information to produce “A Day of

Consultation”• Encourage and work closely with GT on developing cassette tapes

on each concept — “Tape of the Month Club”• Begin developing brochure for monthly cassettes


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Keri’s Area• Encourage development and growth of Fiduciary Lists as it expands

into large operation with perhaps added help• Encourage and work closely in BMI and mailings as KJ will become

in charge of those mailings and acquiring the mailing lists• Shoot for first Summit in November:

1) Finish ad copy2) KJ find out best time to mail prior to Summit3) Mail to 3M RIBI Names4) My good opportunity to do our first telemarketing test. If

works, do them all and MH start for Integrated ManagementAssociates

5) Have a blast in Las Vegas come November• Work with KJ to write out philosophical linkages of Paradise Valley

to man’s nature...why different. Then will publish that in somemailing to monitor immediate interest.

Kay’s Area• Take a good list and run through “common-women names” program

and pull out good select of women so Kay’s mini-company can makemoney while testing. Great source of names once get started; canestablish “core” lists as does Integrated Management and have goodincome while pursuing more profitable lists.

• Test three approaches; keep on 4-page format for test, for this isdifferent ball game; after 1st test then may switch to 8-page format,depending on results of 3-way test.

• Work closely with Kay to develop “Ticket to Success” 1/6 page adfor women. Test in low-cost magazine.

• Could women be similar in nature to Japanese and other Far Eastcultures? Could they need to first develop trust with a company?Make 3-way test a 4-way test and test women’s “Ticket to Success”as an inquiry postcard through the mail.

• Pending on British Postal Meeting, will eventually start testing fromEngland once find substantial names to work with, which maywarrant Kay traveling to England if her mailings really got rolling.

• Set up and turn over profitable decline, invalid, bad-check programto Kay’s mini-company. A good sustaining income.

• Finish questionnaire and insert to go with her booklist mailing toNeothink® names.




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Frank’s Area• Provide FW with outline idea of book• Let FW read Neothink® Management book• Start program of weekly writing with FW

Helen’s Area• Work closely with Helen guiding her writing• Work heavily with editing as she provides me her drafts

Ruth’s Area• Develop makeshift video cassette with wedding tape, cutting,

narrating, and dubbing in music and narration• Provide Ruth and John idea and makeshift videos• Let them do one on their own with my narration edits to their music

and drama...great potential• Eventually perhaps blend in with GT’s tape-of-the-month product

Neothink® Newsletter/2nd-class project• Test the newsletter concept AMS 105• Work with FW and WW on newsletter• Apply for 2nd-class mail• Advertise back-end plus send out brochure to other 50% if more

profitable• Pursue with local postal authorities and those in CA

Writing Projects• Neothink® Management Book• Neothink® Management brochure• A Day of Consultation brochure• Neothink® Summit brochure editing• Children’s concepts, Neothink®

• Two chapters of “Money/Power Through Successful Love”• Doris insert and questionnaire• Booklist insert• New product — Look and See• Article about loving your work means making the most money, even

if money means little to you• Letter to Peter• New CCL letter




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• Prepare consultation on Mini-Day and Power-Thinking for in-housemeeting

• Prepare consultation on Mini-Day and Power-Thinking for Summit• Never can lie — right brain. Support structure

Internal Operations (Vicki, Helen, Shelly)• Hard copy checks of everything• Install long overdue fine system• “Shake-up”• Set up “salvage” programs as discover mistakes• Interview job applicants• Search job file to bring in a customer service and public relations

full time, ambitious employee; will determine how to set up as self-motivated entrepreneur

• Daily organization put into office — becoming straight and tight;want to have the tightest office in the country

• Set up auditing control on everything, including bank check-in,check-out control on returns

• Bank-like control on all orders• Bank-like control on all correspondence, computer work, and

customer service with MH personal check now• Collection to go to entrepreneurial-motivated Kay• Fine system to clean up non-conscientious work• Drawers and files and storage becoming a pleasure to enter, not a

drag — every desk and cabinet• Job file search — Accountant, customer service

Late Notes and Additions:

Accounting• Search for CPA — run ad, contact RIBI customers• Numbers man — study response

Mailing list project• Orders 18-24 to Linden, to PSA, into 8C• RIBI’s to Linden, to PSA• Orders 8C & RIBI’s to MetroMail — phone numbers• To Newsletter Management or Astro for telemarketing list




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speeds. Throughout the Industrial Revolution, society dividedlabor into smaller and smaller units — into the physicalmovements of survival — and became highly integrated. Inessence, many people now work for each individual making hisclothes, farming his food, building his home, making his tools,his furniture and so on instead of each individual doing it allhimself as done centuries ago.

“As society became highly integrated through dividing labor,the economy became increasingly successful, and the act of livingbecame increasingly easy. For instance, the street sweeper todaylives with better choices of food, clothes, entertainment, travelthan the aristocrats a few hundred years ago, even a few decadesago. Indeed, the division of labor changed the world forever.America became the most integrated thus the most prosperouscivilization in the history of mankind.

“In the early 1900s, Henry Ford catapulted the power of theIndustrial Revolution. Ford Motor Company divided labor intothe smallest possible units — into the physical movements ofproduction — and created the world’s most integrated productionmethod: the assembly-line.

“The assembly-line integrated literally every split second ofproduction. Dividing labor down to the precision movement ofthe rivet man, for instance, greatly intensified and simplified eachsplit second for a tighter and tighter, no-waste integrated system.As Ford divided labor into smaller and smaller movements, hisbusiness went through production records with greater and greaterprofits. Indeed, the division of labor made Ford Motor Companythe most integrated thus the most prosperous car company in theworld.

“Now the self-leader’s working format isolates the essencebehind America’s rise to power and Ford Motor Company’s riseto dominance and captures that essence for the average person.The self-leader’s working format brings directly to the individualthe division-of-labor secret. This division-of-labor schedule bringsto the ordinary person the same power that lifted entire nationsinto modern prosperity and entire industries into mass production.Whether developing a country, a car, or one's fortune, thedivision-of-labor integration unlocks success.”


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A Key Concept: A Powerful, New Technique — The Mini-Day(Inside Secret)

My division-of-labor schedule put life under immediate, iron-grip control. I seized control by treating each of my sixmovements as a separate day, or a mini-day. Treating each mini-day as a full day in itself, I started each mini-day on time andended each mini-day on time. When the mini-day time was up,that day was over, regardless of the amount of tasks that wereor were not completed. For, the physical movements, not tasks,were integrated to time. Remember, I had established the mostbeneficial relationship of those physical movements to time.Therefore, I did not let one mini-day get more time, for anotherwould get less, which if continued for long would force theintegration to get off, force the imbalance of physical movements,force missed tasks needed to complete the integration like carswith missed lug nuts coming off the production-line. By stayingstrict with the mini-days, I was forced to stay integrated.

I now ran a serious, integrated job building wealth week byweek instead of comically chasing tasks day by day. I now hadmy personal assembly-line of productivity in place and turnedit on each day. Immediately I felt good. I negated that annoyinguncertainty that some work may not get done. I rapidly movedthrough the tightly integrated tasks of six mini-days. My dailyschedule (see page 54) was called…the mini-day schedule:

Phone Calls was Day 1.Letter Writing was Day 2.Operations was Day 3.Copywriting was Day 4.Accounting was Day 5.Meetings and People was Day 6.

The physically integrated tasks lit up like a fuse racing tothe powder. What took two hours rushing disjointedly beforenow took 15 minutes after some experience with the straight-arrow mini-day schedule. My whole day caught fire. Each mini-day was the opposite of the overwhelming, traditional all-dayschedule in which lethargy set in like hand-building a whole car.


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Instead, I attacked each organized movement like the rivet man.Task followed integrated task at high speed with no hesitation.And knowing that once the mini-day ended, time was up foranother 24 hours, added to the intensity. Like cramming for afinal-exam deadline, the mini-day deadlines throughout the daystimulated tremendous natural intensity.

I gained respect as would anyone on the mini-day schedule,no matter where one now landed on the power scale. I becamea natural leader. I accomplished more in a day than I previouslydid in a week. Moreover, my mini-day intensity made mementally energetic. That intense mental energy was needed touncover and initiate new money-making projects. I began tomake more money. I learned what it meant to work with money-driven intensity. Quickly I moved above my peers as I quietlytransformed into a high-powered, money-making machine. Othersstepped out of my way in awe…ready to file in behind.

Physically Based Job (Inside Secret)

Respect. How about bringing that respect to the physicallybased job, to the bricklayer, I pondered. He can now gainrespect. Say he feels ambitious and works harder. Well, he maylay 20% more bricks while his enthusiasm lasts. That’s it. Howlong can he endure that extra effort year after year while goingnowhere? He lives in a rut! Yet, he would love to catapultout of that rut, I thought. That bricklayer just may have greaterincentive than someone sitting behind a desk whose ambitionsand incentives may go no further than getting the raise nextmonth or next year. Therefore, that bricklayer and otherphysically based workers with this knowledge could actuallybecome more competitive than the mentally based worker, Irealized.

I tried to put myself inside the mind of a bricklayer: Howcan I apply this mini-day concept, the bricklayer may say, if Iwork eight hours a day doing physical labor? How am I goingto do it, for I work all day long? …True, he may work eighthours laying bricks, I thought, but that eight-hour physicalmovement (laying bricks) is considered a mini-day; an incomemini-day I’ll call it. Now, that physical laborer must determine


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the physical movements necessary to accomplish his ambitions.Whereas I determined the physical movements of my wealth-building job, the physical laborer must determine the physicalmovements needed to accomplish his ambitions, and he muststructure those mini-days to either side of his income mini-day.This will pull the physical laborer out of his rut.

I then remembered a book I had read as a boy about anAmerican hero who pulled himself out of an impossiblestagnation-trap. Yes, it can be done, I realized. It has beendone. A great American hero did just that. He was a laborerat the turn of the twentieth century, a dock worker among theroughest ports of early nineteen-hundred America. That dockbreed spoke illiterate English, crude, unrefined. This Americanhero dropped out of school early. He lived off the streets. Hesurvived. He never had an opportunity. Like millions of others,he was headed for a dead-end life. A desire burned inside,though. He desired to pull himself out of the abyss. He desiredto become a successful writer. In the early 1900s, an illiteratedock worker had essentially no chance to ever sell a piece ofliterature. But that man became the highest paid author inhistory! And if we adjust for inflation today, he is the highestpaid author of all time. That man was Jack London. He wrotemany adventure stories and best-selling novels including Call ofthe Wild, The Sea Wolf, Martin Eden.

I remembered exactly how Jack London did it: Heestablished four physical movements, four mini-days that wouldachieve his desire of becoming a writer: (1) reading, (2) intensegrammar study, (3) self-education (a library-study program), and(4) writing. Those four mini-days were divided before and afterhis 12-hour income mini-day. Even after he pulled himself outof his rut and off the docks, he never stopped the mini-daysystem. He stayed on the mini-day system through all his fameand glory to the last days of his short life.

I am inspired by Jack London, I said to myself. I shiftedmy thoughts from Jack London back to myself. I now built myown success as I myself dictated my own schedule. “Talkingabout being a self-leader!” I shouted in glee one afternoon.Moreover, I raced ahead into new money-making projects soquickly I was assigned two assistants. I wanted to get my


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assistants into wealth-building jobs with mini-day schedules, justlike myself. If they could build wealth, I figured, imagine howmuch more wealth I’d acquire!

First, I would put both my assistants immediately into theirown wealth-building areas of purpose. So, here is what I did:I put them on two money-making projects. Those two projectscould grow into two wealth-building jobs with their own money-making purpose. Then, I set up proper tracking reports to followevery detail. My two assistants would grow into my very ownprofit generators. …I was preparing myself to someday start myown company to be filled with such profit generators.

Early one morning, after I had gotten my assistants workinghard on their own money-making projects, I called them into myoffice and said, “Start this morning: List on a pad every taskyou perform at work for the next three days. List each task ASYOU DO THE TASK for three FULL days. After the third day,bring the list to me. We will go through your list of tasks anddetermine the physical movements of your exciting money-makingjobs as I did. Those physical movements will become your mini-days. You’ll determine the time you should devote to each mini-day and will then set up your mini-day schedule.”

As my assistants, excited about making more money, werewalking out my office door, I added, “Don’t take shortcuts! Listthree full days of tasks, not from memory, but as you performthe tasks. Start this morning, first thing.”

After my budding profit generators left my office, I thought:But what if one’s job can’t be divided into mini-days? Let’ssay someone works a physically based job, say he’s aconstruction worker, or a cook, or a bank teller, or a draftingartist. He’ll never become wealthy in those suppressed,specialized jobs. So, he has an important decision to make:Does he want to begin working toward leaving his job by placingthe appropriate mini-days around his income mini-day? Or doeshe want to rise up and make a profitable career in the companyhe now works for?

In both cases, he must immediately begin mastering detailsand absorbing responsibilities. He must begin performing detailsand responsibilities on his own integrations, steadily pullingtogether an area of purpose. That golden key to integrated power


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will unlock success, regardless what decision he makes…or isplain not yet ready to make. If he decides to stay in his currentcompany, he’ll before long absorb enough integratedresponsibilities to establish mini-days for an area of purpose. Forthe first time, he’ll discover rapid forward movement.

But if he’s ready to make the decision to move beyond hiscurrent line of work and to leave his current company eventually,I continued to ponder, then he must do the following: He mustthink BEYOND his job about what he wants. If he wants tostart his own business, what are the physical movements to dothat? He must place those physical movements, those mini-days,in the morning or in the evening, AROUND his job.

Jack London was practically illiterate when he discovered themini-day concept, developed the proper mini-days, and scheduledthem before and after work and on his day off. Those mini-days pulled him out of his rut and in just a few years made himthe highest-paid author of all time. With the proper mini-days,any ordinary laborer will pull himself out of his rut. And thenhe will be able to mini-day his entire life.

He must determine the physical movements that will pull himbeyond his job — determine the physical movements that willraise him to his goals, perhaps raise him to starting his ownbusiness. He has no technique to figure out those particularphysical movements — only his common sense. He can adjustthe physical movements, the mini-days, after he gets on themand gains some experience using them. He may find he needsto add an entire, new mini-day. Or he may need to take awayor change a mini-day. He may need to adjust the time allottedto the mini-days once he gets started on them after work andon weekends. But he must first GET STARTED and keep hiscurrent job as his INCOME mini-day until his new venture canfinancially support him.

So, there are two ways for the physical laborer to get onthe powerful mini-day schedule. One way involves eventuallyleaving his place of work; the other does not. The bricklayer,the cook, the bank teller, the drafting artist, for example, couldactually rise in the company he or she works for by first definingthe potential wealth-building jobs at work and then mastering thedetails and absorbing the responsibilities to steadily take over one


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of those wealth-building jobs. It takes some work but can bedone. He will steadily acquire more responsibility and authority.He can use that technique to take over a wealth-building job,as construction worker Charlie Bannon did in Calumet K. Thenhe can go on the mini-day schedule.

My Profit Generators (Inside Secret)

I knew, however, that my assistants, my profit generators,COULD mini-day their current wealth-building jobs. I made surethey listed every task as they did them for the next three daysin order to best determine their proper mini-days. When theyestablish their mini-day schedule, I pondered, they will move pastthe low-intensity, unintegrated traditional schedule. They willmove through clusters of integrations with assembly-line intensity.

Bring On the Creative Mind and Pull In the Future (InsideSecret)

I had been uncovering yet another powerful tool I calledpower-thinking, made possible because of the mini-day schedule.With power-thinking, I suddenly compiled FUTURE projects intotoday’s powerful mini-days. In other words, I compiled futuremoney into today’s paychecks. Indeed, after I had been on themini-day schedule for a couple weeks, suddenly I found myselfdone with all my work for the entire week by Tuesday afternoonor Wednesday morning. In a state of shock, I knew I had tocreate more work — create money-making projects to fill myweek! Suddenly, I was forced to think creatively. I was forcedto discover the creative person I was meant to be! I had tofigure out and pursue new money-making projects that neverexisted before. I had to rise to the next level of integratedthinking — power-thinking. How exciting! Now with power-thinking, my very existence was changing into some dynamo Ionce fantasized about.

The mini-day schedule, broken into its smooth physicalmovements, opened for me a whole new dimension to rapidsuccess: this potent form of integrated thinking called power-thinking. The traditional schedule previously plagued me with


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physical disjointedness, which blocked integrated thinking. Thetraditional daily schedule quickly got filled each day to itscapacity, and I could only react day by day to the job at hand.My mini-day schedule, on the other hand, rarely got filled toits capacity and opened this new dimension of integrated thinking— power-thinking — that let me race forward and make moremoney.

Indeed, with the mini-day schedule intact, I quickly beganto pull in future wealth, goals, projects rapidly through power-thinking. I handled among other things a large, complex projectoverseas. I initiated major marketing programs in England andIreland. The new programs were complex and could take manymonths to start. Instead, I did the following: I focused in mymind the end result. I actually saw in my head the completedproject right up to the hundreds of thousands of marketingpackages filling a containerized truck being lifted into the ship.In seeing that finished project, I swiftly began to see what Ineeded to do to achieve that full container. I began focusingon the suppliers I needed to contact, the shipping routes I neededto uncover, the postal systems I needed to work with, theschedules I needed to orchestrate. …I began integrating into thefuture.

I thought about and imaged in my mind as many steps aspossible to achieve that container full of my marketing packagesand wrote the steps down. I called that list of steps my power-thinking list. But my power-thinking list turned into so muchmore than just projecting ahead, for I fed the projections intothe high-intensity action units — the mini-days — that quicklygot done. I determined the task or tasks needed to completethe first step listed on my power-thinking list, then injected thetask(s) into the proper mini-day(s). I then did that for each steplisted on my power-thinking list. I quickly took control.

In one day I did, among several other things, the following:During my phone-call mini-day I called the major printingconsultant in Ireland, contacted the marketing manager of theIrish An Post, called a printer in England and discussed a largetest mailing; during my letter-writing mini-day I drafted a letterto the Irish postal authorities; during the operations mini-day Iorganized some data to indicate what mailing lists I would


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consider using; during the accounting mini-day I did a brief costanalysis on mailing abroad; during my meeting mini-day Idiscussed the overseas possibilities with my in-house mailing listbroker to set her in action, I also reviewed with two executiveofficers the tentative plan with nearly a full-scale layout. I didall that among other productive tasks in one day. I did morein one day toward completing that project than most would doin a month. By the next day, people on both sides of theAtlantic were moving into action, all moving the project towardcompletion.

My high-capacity mini-day schedule opened the whole newdimension of power-thinking. I could suddenly power-think large,major projects and rapidly move them into action. The resultspulled me up the ranks as I moved through important projectsthat others just thought about. I left my peers in my dust, fortheir low-capacity traditional schedules blocked them from power-thinking new money-making projects as they barely kept up withtheir routine jobs. They just reacted to business. I controlledand built business. The founder of the company was soimpressed that he promptly gave me a major promotion, payincrease, and bonus.

Rapidly Moving Forward With Iron-Grip Control (Inside Secret)

The results just pulled me up the hierarchy. Into the mini-day production-line I put through today, with power-thinking,what others would not even think about until sometime in thefuture. I cranked out several projects at one time as I compiledfuture projects into today’s mini-days. I went from ordinary toextraordinary. I rose to CEO of that company before startingmy own company.

Moving Toward a Self-Leader (Inside Secret)

“Our minds are limited,” I wrote in my diary. “Look atmyself not long ago. My deeply embedded resistance to self-leadership, my follow-the-leader mode, blocked this entiredimension of integrated thinking. After integrating five or sixthoughts, my mind stopped integrating — needing external


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guidance before going further. Now, my mind goes further. Ido not stop and wait for external guidance. Instead, I moveforward with my own self-guidance through power-thinking. Inever stop moving forward. I keep on integrating more projectsand keep on making more income.

“The ordinary person can MAINTAIN his specialized job withautomatic or externally guided routines. But to CREATE andBUILD one’s success requires integrated thinking. Therefore,man must remove the limitations of his mind, that is, specializedthinking…following automatic or external guidance. He muststop investing in the plush lifestyle of his leaders and insteadstart investing in himself. He must become the self-leader.”

The Limitations Of The Mind (Inside Secret)

To this day, I can still recall my feeling of exhilaration duringthis time of breaking bondage. While previously on thetraditional daily schedule, for instance, I just reacted to routinepriorities throughout the week. While on the mini-day/power-thinking team, by contrast, I created wealth-building projects intothe future. Wow, what a feeling! With power-thinking, Isuddenly soared beyond a specialized job. Now, I integrated thefuture. Never again would I just react to the present.

I realized that without removing a simple, deep-rootedlimitation — the traditional schedule — success would haveforever stayed out of my reach, yet I could have MAINTAINEDmy specialized job just fine using the traditional daily schedule.After making that realization, I finally knew: Lazy businessleaders need low-intensity, nonintegrated approaches like thetraditional daily schedule so everyone stays specialized andstagnated…and uncompetitive. After making that more profoundrealization, I wrote the following diary entry:

“Man’s deep-rooted resistance to becoming a self-leader —his deep-rooted tendencies for automatic or external guidance —previously kept me tied to the traditional schedule that essentiallyprovided automatic, external guidance as I simply reacted to thebusiness around me. Filled to my capacity using the physicallydisjointed traditional schedule, I could look and feel busy andimportant. Yet I only MAINTAINED my job for the leaders


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and built nothing for myself. With physical disjointednesseliminated by the mini-day schedule, however, I discovered asuperior capacity that opened the door to power-thinking. I nowBUILD my job and my own wealth. Profits returned on effortspent rise dramatically with this potent form of integrated thinking— power-thinking — used with my new division-of-labor mini-day schedule.”

Moving Beyond the Specialized Mode Into the Integrating Mode(Inside Secret)

Not long after I discovered the mini-day/power-thinking team,I had 22 projects on my power-thinking list. Underneath thoseprojects were 150 steps needed to accomplish those 22 projects.Within one week, every step was accomplished or moved intoflowing action. Before the mini-day/power-thinking team, I hadproblems just keeping up with my routine work, trapped in aroutine rut, sinking in stagnation with no way to even think aboutjust one forward-movement project in one week. How did Igo from not accomplishing one project to moving through 22lucrative projects a week? That was quite a leap!

Going Beyond the Capacity of Your Mind (Inside Secret)

Consider that the average person’s mind can focus on onlyone project at a time, with its five or six thoughts. His mindcertainly could not cope with 22 projects, 150 tasks, for his mindwould short-circuit and shut down. I, on the other hand, easilycoped with 22 projects at a time, with its 150 tasks. I easilydid that through power-thinking: First, I determined the stepsneeded to complete a project by focusing in my mind thecompleted project. I focused on one project at a time. Iuncovered and listed the steps needed to complete the project.Then I put that project out of my mind altogether to make roomfor the next project. At this point, I had formed a maximum-integration puzzle piece to a success puzzle.

I then concentrated on the next project. I imagined thecompleted project and wrote down the steps to reach that image.Now I had formed another maximum-integration puzzle piece to


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the success puzzle. Then I cleared my mind and went on tothe next project, and so on, each project forming another puzzlepiece to the success puzzle. Those puzzle pieces snappedtogether through the mini-day schedule, and my growing puzzlepictures led me into Neothink®.

I did my power-thinking on Sunday and injected my entirepower-thinking list into my next week’s mini-day schedule. Thehuman mind can focus intensely on just one project — no more.But with the use of special tools, ordinary people operate beyondtheir mental processing capacity. I see them in the Neothink®

Society. The mini-day/power-thinking team is their twenty-first-century tool that lets them go beyond the capacity of their minds— their twenty-first-century tool to building major Neothink®

success puzzles. This initial, simple step into Neothink® allowsthem to make the leap from ordinary to extraordinary!

Power-thinking captures vague ambitions, goals, projects intotangible steps. The steps further break down into specific taskswhen injected into the mini-days. Ambitions, goals, projectsbreak down, down, down to earth…down to tasks that get done.By plugging those tasks into the intense mini-days, averagepeople yank in faraway dreams right away, right down to quick-action reality.

Mentoring My Brother (Inside Secret)

That weekend my brother came over. I said, “Do I have atreat for you!” I went on to tell my brother about the mini-day/power-thinking team. Then, I showed him my own schedule.

My mini-day schedule had become an interlocked successpuzzle that captured the highly integrated thinking — my power-thinking — for several major projects. All week long, everyaction, every move I made came directly from that highlyintegrated thinking. Every little task in the success puzzleintegrated with several other tasks that moved major projectstoward rapid payoff. Every little task integrated with the wholesuccess puzzle. Although just a mechanical mini-day schedule,every action delivered integrated synergy that came from highlyintegrated thinking.

“With power-thinking,” I said, “my journey into money and


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power quickly took off. I get more done in a week than I usedto in three months!” I paused, then told my brother: “But mostamazingly, I’m creating brand-new money-making projects now.I can’t describe to you what that feels like!”

“You don’t have to,” Eric said. “I’ll find out. Do you realizewhat you’re creating here? You’re going to free all ordinaryworking people. Man, this is exciting!”

“You know, Eric, I was just an average Joe. But look atme now! Look at this,” I said, laying out my mini-day scheduleand power-thinking list. “I’m moving through over twentycomplex projects in one week! The mini-day/power-thinkingteam is a tool that lets me go beyond my normal capacity! I’mno longer an average Joe! I’m…I’m becoming a genius atwork!”

“Amazing,” Eric said while studying my mini-days andpower-thinking list.

“Now, you must set up your mini-days, Eric.” I lookedstraight into his eyes. “You’re going to reach forward, grab holdof your most ambitious goals and projects, and bring them backto you now. You can experience those accomplishments not onlysometime within your lifetime, but right away and move on toeven bigger and better accomplishments! Like me, you’llimmediately discover the exciting energy of moving throughgoals…and becoming extraordinary! Think about your ambitions,your goals. With the mini-day/power-thinking team, bringeverything you want into the palm of your hand, right now.…Here is your assignment for this week:”

The Self-Leader SystemLesson Four

(Inside Secret)With an exciting open-ended, wealth-building area of

purpose, you can race ahead into building wealth with themini-day/power-thinking team. But even before yousuccessfully take over an area of purpose, you can still getgoing on some form of mini-day/power-thinking format.


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This tool will actually help you accelerate your efforts totake over an area of purpose as you can suddenly handlemany times the responsibilities. So, at this point, althoughyou do not yet have an entire area of purpose, I want youto mini-day your schedule the best that you can. List threedays of tasks as you do them. Then integrate those tasksinto their physical movements to establish your mini-days.Work on your mini-days for one full week beforeintroducing power-thinking. Then over the weekend (nextweekend), do your first power-thinking list. Inject that listinto the following week’s mini-days. …We will gettogether for your next lesson two weeks from today. Withyour newly found rapid-forward-movement, you will thenbe ready to discover the keys to creativity (next).


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Step FiveSecret Window To Creativity

(Inside Secret)I was now receiving major pay raises at an almost

unbelievable rate. With my own wealth-building job, racingahead on my mini-day/power-thinking team, what I needed nowmore than anything was more and more creativity. I needed tocreate new ways to make money. I was about to discover myown private window to a whole new creative world.

I was listening for a second time to an audio-cassette tapecalled The Dream Maker: William C. Durant, Founder of GeneralMotors. The audio-cassette tape about General Motors and itsfounder told a story about one of its influential employees namedCharles Nash. Remember, he had gone to work for WilliamDurant before Durant founded General Motors, back in the late1800s when Durant owned the Durant-Dort Carriage Companythat built the carriages that horses pulled. I must again retellthe story to help reveal the secret window to creativity. Hereagain is the story as told on the cassette tape:

“In 1890, a 26-year-old man named Charles Nash began workin the blacksmith’s department. His first job was pounding iron.Within a few days he walked into Durant’s easily accessibleoffice. ‘I’m wasting time,’ he said. ‘You can get a powerhammer there. It would cost about $35.00 and do more poundingin a day than I can do in a month!’ Durant took the suggestion,and Nash was moved over to working on a drill press thatprepared cart braces for attachment. The next time Durant camethrough the shop, he stopped at Nash’s machine. It looked likenone of the others. Nash had rigged it with an overhead springand a treadle that left both his hands free while working anddoubled the output. Durant weighed the implications of this:‘Charlie,’ he said, ‘We’ll get another man here. See if you can’tstraighten out the trimming department for me.’ Promoted tothe headship of that department, Nash wrestled with the problemof heavy expenditures on tacks. He found the answer in a shorttime. The carpenters held the tacks in their mouths while


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working. The cheap, roughly finished brand the company wasusing cut their lips and tongues and they would spit them onthe floor in exasperation, and lose them. A better grade tackproved the remedy. …So Nash went on probing, correcting,climbing up to the highest supervisory ranks.”

As it turns out, Nash went on to become, in 1910, thePresident of Buick; in 1912, the President of General Motors;and then four years later he left General Motors to start NashMotors Company and build the Nash Rambler.

While listening to that story a second time, I had a eureka!experience. I suddenly knew why Charles Nash rose from thelowest ranks to the highest possible ranks and then beyond: Nashused the Self-Leader System. He mastered details and absorbedresponsibilities — responsibilities after responsibilities — toacquire integrated knowledge. He did not know about the wealth-building areas of purpose within a company, per se, but heinstinctively migrated to numbers and let numbers — as inimproved profits — be his guide, just as the head of an area ofpurpose (i.e., a mini-company) would. Indeed, everything Nashdid, he thought in numbers. First, he figured the cost of a powerhammer versus the cost of his own labor. Second, he created aunique drill-press attachment, driven by a desire to double output.Third, he determined how to spend more money on better tacksto decrease losses and improve profits.

Nash broke the code for creativity, so to speak, written innumbers. Using numbers to throw open the secret window tocreativity, this young, inexperienced novice could see creativebusiness advancements in a few days that veterans could not seein their whole lives. The numbers-integrating mode quickly liftedNash out of the specialized routine rut of pounding iron all daylong. That routine rut had trapped others for many years…andwould have trapped them for life if not for rising creative thinkerslike Charles Nash who pulled up society, standards of living, andopportunities for everyone.

In short, the numbers-integrating mode activates one’s mindand sends it beyond following-a-routine specialized thinking…sends it ahead into a new life, a new world of creating-wealthintegrated thinking. Think about it: the numbers-integrating modeactivates the mind.


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While thinking about Nash and his numbers-integrating mode,an earth-moving thought shook me to my core: All money/powergiants — before they were giants — came to a point in theirlives where they discovered this window to creativity! They allreached a point in their lives where they passionately studied thenumbers. I had read about, for instance, how late into the nighta young John D. Rockefeller could be seen hovering over a deskcovered with accounting and marketing numbers. Rockefelleralways said he had discovered “a whole other fascinating world”through the numbers. And that was when business took on greatexcitement for him. …Of course!

The turning point of history’s most successful people cameearly in their careers when they discovered a whole new worldthrough the numbers: Pierre S. du Pont, Henry Ford, AndrewCarnegie, William C. Durant, Juan Trippe, Alfred P. Sloan,J. Paul Getty, Jay Gould, Milton Hershey, Walter Chrysler,Thomas Watson, Harold Geneen, Robert E. Wood. The numbersthrew open their windows to creativity!

Looking through that window into an exciting new world ofcreations and profits unlocked Nash’s creativity. To doubleoutput, among other things, he became creative and rigged thedrill press. If not for looking at the details in terms of improvingthe numbers, Nash would have never seen through them to thecreative side. He would have just kept pounding or stitchingaway, forever blocked from creativity, forever trapped in a rut.

Instead, driven by the numbers, peering through the windowto creativity in everything he did, he eventually entered the worldof profitable creations. That whole other fascinating world ledto the designing and manufacturing of his own cars…cars suchas the famous Nash Rambler once driven all over America’sroads. That enormous creativity and talent would have foreverremained behind a wall, trapped inside a dark corner of Nash’smind had he not discovered the window to his creativity.

At my eureka moment, while listening about Nash, I knewthat powerful creativity existed in me and in all of us — lockedinside a dark corner of our minds as we blindly serve our leaders.

“This is it,” I wrote in my diary. “I’ve discovered the realfreeing mechanism. Breaking the code for creativity written innumbers gives me a whole new level of almost total independence.”


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Unlocking Our Talents and Creativity (Inside Secret)

In the days that followed, I broke from any residual tracesof the externally guided or following mode. For, now numbersbecame my compass for internal guidance. “Seek numbers,” Ikept telling myself. “Seek the story that the numbers reveal!” Iknew I must become emotionally tied to numbers, for becomingmotivated over improving the numbers would release my creativity.

Like Nash, I started small by studying the details and howthey were done in relation to their payoff. Then I would improvethat payoff. Like Nash, I quickly brought new efficiencies tothe company. My window to creativity revealed advancementsthat even veterans did not see. I soon found myself pushingbeyond operations into the powerful realms of productdevelopment and marketing. Every day, I could not wait to readthe latest story of the numbers!

I combined my efforts of mastering details and absorbingresponsibilities with linking them to the numbers — to their costs/efficiencies. I told my brother all about this new phenomenonand wrote about it in my diary: “I measure everything bynumbers now. It’s a whole new world! A few months ago, Icould not move forward without a boss or manager directing me.But now, my numbers-integrating mode puts me in an aggressiveinternally guided mode. With numbers as my guide, my mindis activated, and I see business advancements no one else cansee. Then, I get busy implementing those advancements. It’seuphoric! I move forward on my own, with great confidence,through my own creativity. It’s great to be a winner!”

I laughed at the irony that NUMBERS — all that logical left-brain mathematics — were my keys to open my right-brainCREATIVITY. In fact, this is how our left and right brains worktogether in business for enormous success.

Here I was, just a young man racing ahead into a wealth-building job. I was so excited by all this, I decided to startwriting it down. And since I was in England at the time,setting up my European mailing project, I wrote my latestbreakthrough about numbers and creativity in a letter and sentit to my brother:


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Letter to My Brother (Inside Secret)

“Hi Eric. I have decided to start writing this down. In thisletter, I will tell you about the next step in The Self-LeaderSystem.

“To completely dump the externally guided mode in whichyou previously spent your life’s efforts on the leaders, to freelysoar in the internally guided mode in which you invest all yourlife’s efforts in yourself, you must become emotionally tied tonumbers. Soon enough, your creativity will become a puzzle-building process — building piece by piece toward more andmore creative success as did Nash. Like Nash, you must snaptogether not just the details and how they are done, but theirpay off as well. Then you must strive to improve that pay off.Your motivating force of improving numbers will quickly uncoveradvancements that even veterans do not see as it has for me.Then through power-thinking and the quick-action mini-days, youcan quickly capture those advancements. As with Charles Nash,the numbers-integrating mode will bring even a novice power anda path to the top.

“One sunny morning, you will wake up and know what itfeels like to make a major difference in this world. Throughmastering details and absorbing responsibilities and linking themto the numbers — to their costs/efficiencies as I did — you willsee new ways to improve efficiencies, just like Charles Nash.

“Start small in a big company — just making small efficiencyimprovements. As you become emotionally tied to the numbers,you will realize you can be creative and improve those numbersand rise to higher levels in the company. Building a ladder foryourself, you will feel an exciting passion to control the storyof the numbers, bring out your creativity, and succeed beyondyour wildest imagination.

Know The Two Opposite Worlds (Inside Secret)

“Eric, you will experience two opposite business worlds: 1)the following-mode world — your stagnant specialized-thinking/externally-guided mode versus 2) the numbers-integrating world— your exhilarating integrated-thinking/internally-guided mode.


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The first world locked you in a boring routine rut in which youbuilt success and power for leaders; the second world will sendyou into an exhilarating, dynamic life where you will buildsuccess and power for yourself.

“The numbers-integrating world will lift your integratedthinking to another level. And let me tell you, Eric, in thenumbers-integrating world, you will be motivated. You will bea self-leader building your own success, measured by thenumbers. You will still have routine responsibilities that youwill have to turn in, of course. But focus part of your daybeyond those routine responsibilities — your creative investmentin yourself. Numbers as your guide, you will get used to puzzle-building integrated thinking to capture advancements for thebusiness. Whether a large endeavor or small efficiency discovery,you will now bring values to the company that did not previouslyexist.

The Numbers-Integrating World (Inside Secret)

“When you first evolve into the numbers-integrating mode,you will see a story the numbers are telling you. Soon, Eric,you will go further: you will learn to control the story told bythe numbers. Once you control the story of the numbers, youcontrol the world around you. You will bring growing valuesinto the world and begin making a difference. Wow, the feelingthat brings you, Eric. Using the numbers to determine and guideprojects of advancement, you will increasingly bring values intoyour company that did not exist before, just like Charles Nash.With time, you will learn to not only control the story of thenumbers, but to actually write that story. I am getting theremyself. I am not only determining projects for improvement andadvancement, but I am now uncovering whole new programs,whole new essences for the business. Every day, I feel a growingexcitement to carve my own destiny. Eric, nothing is moreexciting than controlling life and injecting one’s own competitivecreations into life.


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A Motivational Force (Inside Secret)

“In this numbers-integrating world, I see things others cannotsee; I single-handedly improve the business, things that havenever been improved before! What an impact that has on theowner! Remember the impact Nash had on Durant? You willfirst improve a simple procedure in operations, and everyone willsee the improved numbers from that increased efficiency. Whilecontrolling the story of the numbers, even at that small level,you will feel a growing excitement. For, you will actually makea difference. You will feel motivated and want more. You willgo through a process of capturing larger advancements and feelingmore excitement for your work, just like Charles Nash.Motivated and guided by the numbers, your activated mind willexert more intense integrated thinking to capture more and moreimprovements and advancements, which will bring you more andmore emotional and financial rewards. ...Through this ongoinggrowth process, you will eventually rise to the highest ranks ofyour company and later perhaps build your own successfulcompany. Eric, lately I have actually been thinking about startingmy own business.

“As you rise to the top of your company, the survivalpressures of the bottom line will stimulate you (and wouldstimulate entrepreneurs and those with areas of purpose that havebottom-line dynamics). The story of the numbers will tell youhow well you are doing. You will become forever close to thenumbers, Eric. Believe me, it is exhilarating!”

Knowing the Numbers Better than Anyone Else (Inside Secret)

My brother called me.“I can’t wait for my next lesson!” he said even before saying

hello.“Come on over Saturday evening.”“I’ll be there.”

When Saturday evening arrived, Eric and his family cameover for a visit. When Eric found me in my study, he sat downon the leather chair and said, “I’m all ears, Mark.”


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I leaned forward in my chair, rested my arms on my desk.I smiled at my brother and said, “You know…I’m really planningto start my own business. This numbers-integrating world is it.Combined with the other tools in this Self-Leader System, I knowI’m going to do well, Eric.”

“Wow, Mark, that’s exciting. This Self-Leader System reallyworks. What exactly are you going to do?”

“I’m going to start a publishing business, and I’m going topublish and market the Self-Leader System.”

“Great idea! When are you going to do this?”“Not for awhile. First, I need to develop the Self-Leader

System on paper. I have a lot to do first, and a lot of power-thinking to launch my business. It was this numbers-integratingmode that made me realize I can do this. I realized numbersultimately drive the entire company — the marketing, productdevelopment, operations, and personnel. I must make it secondnature to measure everything by numbers. Also, I embraced anumbers mini-day. That was a boon for me. While in that mini-day, I learned about the marketing data, return on investment,costs to do procedures…even the littlest procedures in operations.The act of confronting numbers initially left me staring at mydesk, not knowing what to do. But that time was not wasted.That time forced me to think in a way my mind was notaccustomed to. I was learning how to break a code. Once Ibroke through, I discovered my creativity.”

“Should I start a numbers mini-day?” my brother asked.“Yes. Schedule that numbers mini-day briefly, once a week

at first. Slowly, over the next few weeks, you’ll begin to uncoverways to penetrate that mini-day, new ways to accumulate, learnabout, and understand numbers, new ways to gather data, newways to use those numbers to elevate your area of thebusiness…maybe even new ways to improve the service orproduct, eventually new ways to market it.

“You must study/calculate numbers/efficiencies in all areasof your wealth-building job, including the numbers as they pertainto operations and to personnel — the payoff to the payout. Setup that numbers mini-day at once, Eric. Get familiar withnumbers. You can even reach beyond your job and askquestions; don’t be afraid of seeming naive. For, you’ll soon


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know more, much more, than those blinded veterans from whomyou ask the questions. You’ll begin to see advancements they’llnever see. Measuring everything by numbers, you really can riseto the top such as Charles Nash. In any case, you’ll become aprosperous self-leader. With numbers as your guide, you nolonger need external guidance.”

“The Self-Leader System is giving me a new life,” said Eric,“the life I used to only dream about.”

“Someday, you’ll probably start your own business, too.”Eric burst into a smile and his eyes filled with tears.“I wrote down your next assignment, Eric:”

The Self-Leader SystemLesson Five

(Inside Secret)As you master details and responsibilities, link

everything you learn to the numbers. Again, make itsecond nature to always think in terms of numbers foreverything you do. Use this numbers-integrating mode toguide you to profitable improvements and advancements.Use the mini-day/power-thinking team to rapidly capturethose advancements. Creativity you never knew you hadwill begin to flow. You’ll thereby eventually shape yourdestiny and make a difference in this world. Nothing ismore exciting!

The numbers-integrating mode will benefit you andanyone else who wants to climb the ladder. But he whocaptures one of the limitless areas of purpose, as you have,will fly higher and higher using the numbers-integratingmode as his wings. Set up your numbers mini-day rightaway. And never forget: everything you do, think numbers!Soon, I promise you, a unique creativity now trapped insidewill come shining through. Believe me, Eric, it’ll surpriseyou! Nothing will stop you now. In a month or less,you’ll have advanced more than in all your years combinedat your place of work!


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Step SixThe Final Obstacle

(Inside Secret)I was rising as an integrated thinker, rising above the clouds

that block ordinary people’s views. Now, I began to see whatwas really going on above us.

I called my brother and his family over for dinner a coupleof weeks later. He brought his friend, the construction worker.After some small talk, I said to my brother, “Eric, you’re goingto get everything you want out of the rest of your life: money,success, prestige.”

“How can you possibly predict that?” he said.“Because, by the time you leave tonight, you’ll know how

to knock over the only obstacle still standing between you andthe self-leader.”

My statement got everyone’s attention, and I continued:“Now, tell me, Eric, who gets the bulk of the money and theprestige?”

“Certainly not the ordinary, hard-working person,” his friend,Santana, said.

“Leaders of the Establishment, by contrast, enjoy lots of easymoney and power,” I said. Santana nodded. “I’m talking aboutmany of the big-business leaders, union leaders, bureaucraticleaders, leading lawyers, leading journalists, and leaders of ourland — career politicians.”

“We support the plush lifestyle of the leaders at work, ingovernment, and in law,” Eric said.

“As you know, Eric, the only way to claim your own futureof wealth is to become your own leader…the self-leader. Theself-leader does not use up his one and only life supportingsomeone else’s lifestyle. With the Self-Leader System, you havealready redirected your daily efforts right back into yourself andwill become wealthy if you do not fall to one remaining obstaclethat I’ll explain here tonight.” My brother’s friend also seemedvery interested, as I continued…

“Let me begin with a story: I recently went to Californiato attend an infomercial seminar. An infomercial is a half-hour


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TV show/advertisement. At the seminar, I met the well-knownproducers.

“During a question-and-answer period, I stood up to ask oneproducer a question. In asking my question, I had to referencean infomercial I had recently done on my own at low cost. Littledid I realize the message I had just given the crowd of hundredsof people. Reading between the lines, I had told them that Iwas a leader, that I was a self-leader…that I did not need togo to the authorities, the producers, the leaders to do my owninfomercial. Instead, I had done it all myself.

“Amazingly, at the next break, I had a crowd of peoplearound me. In fact, I noticed more people around me than thewell-known producers. These people wanted me to do theirinfomercials for them at low cost. All I needed to do was putout my hand, and people would have filled it with money. Why?Because I was a leader, and people are drawn to leaders. Peopleare ready and willing to make the leaders rich.

“One gentleman was persistent about me producing hisinfomercial. I told him no, that he must do it himself as I haddone. That way, he would spend just an affordable few thousanddollars to learn and eventually achieve success, not a few hundredthousand dollars through a leader — that is, about twenty triesat thirty to fifty thousand dollars each to perhaps hit upon onesuccess through the established producers. I told him that tobecome successful and wealthy, he must instead invest his effortand money in himself, not in a leader. He would then growmore and more resistant to failure with each inexpensive ‘lesson’.He would have a greater chance at success. Yet, to myastonishment, instead of being delighted by my insight, I sawfear in his face. He resisted and wanted me to be his leader.

“Later I realized that all of us are drawn to leaders and willhave a strong resistance to becoming self-leaders. In fact, thatvery resistance traps us in our routine ruts as our efforts endlesslygo into building the lofty standards of living of the leaders.”

My brother’s friend, Santana, interrupted me. “I feel thatresistance. I feel it, but I want to get everything good out oflife, too, especially more money.”

“A new world of monetary and emotional wealth exists justbeyond our awareness,” I said. “Our resistance keeps that great


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world beyond our reach. Remember the world you imagined asa child? Remember you would daydream about becoming amillionaire when you grew up? You would imagine how youwere going to spend all that money. Or, remember theexcitement when you first fell in love — your first childhoodsweetheart? That exciting sensation would always be with youwhen you grew up and got married, you believed. When yougrew up, you would be somebody important; you would have agreat mind and would achieve important accomplishments. Youwould be wealthy, in love, important and prestigious…so youthought.”

“Whatever happened to that world?” asked Santana.“It’s waiting just beyond your horizon,” I said. “To

understand the resistance that blocks you and nearly everyoneelse from ever discovering that world — the world you weremeant to be in — let’s start by going back to the day you wereborn: When you came out of your mother’s womb into this cold,bright world, all your little body could do was cry. Your littlebody felt a strong resistance to this new world and wanted togo back into your mother’s womb. But this world offered life,which was beyond your awareness at that time. ...Let’s next fastforward to your first day at school. That first day was the firsttime in your young life that you were away from your mother.All your scared, toddler self wanted was to go back home tomom. Your little body and mind felt a strong resistance to thefrightening, noisy new world. But the world of education offeredyou happiness in life, which was beyond your awareness at thattime. ...Next, let’s go to the day you left home and moved outon your own into the real world. Remember the internalresistance to leaving home?”

Santana nodded. He looked as though he wanted to saysomething. When he did not speak, I continued: “Nature putsa natural resistance into all animals — a resistance to leavingtheir known protected environments and moving out on their owninto the unknown. If you ever witnessed a cat weaning herkittens, you observed firsthand this natural resistance in animals.The mother feline must get violent with her young ones to pushthem away.

“As part of the animal kingdom, man too has this natural


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resistance. We have a natural resistance to leaving our leaders,both our childhood leaders — our parents — and our adulthoodleaders. We have a natural resistance to moving ahead on ourown and becoming the self-leader.”

“That’s nothing,” my brother said. “You’re just talking aboutgrowing up and moving out on your own.”

“Not really,” I countered. “Although animals are on theirown once they are weaned, they’re still controlled and guidedby Mother Nature for their entire adult lives. Man is the onlyanimal that can overcome the automatic controls of MotherNature to control and guide himself. Nevertheless, man has hadthat capacity for only three thousand years. For over one millionyears prior to that, man was controlled and guided by MotherNature all his life, as all other animals. Therefore, man harborsseverely deep-rooted tendencies to be controlled and guided byexternal forces all his life...in his case, by leaders. He harborsa severely deep-rooted, natural resistance to becoming the self-leader.

“We steadily move beyond our childhood leaders, our parents,into better worlds beyond our awareness at the time — guidedinto those better worlds by our parents. But when we’re adults,we have no one to guide us into the better world beyond ourawareness. Similar to the unknowing youngster at school hisfirst day, beyond our awareness is a world that offers us ourdreams. Finally, the Self-Leader System will guide us there.

“Now let me ask Santana a ‘what if’ question: When youwere a child, what if your resistance were allowed to control you,and you never left home, never went to school?”

“Then I would have stagnated and grown more and moreunhappy, year after year,” Santana said.

“Well, that exact scenario happens when you grow up,” I said.“As an adult, your resistance is allowed to control you, and younever leave your leaders. You stagnate and grow more and moreunmotivated, year after year…although you learn to live with itthrough entertainment, hobbies, and vacations.”

“I see,” said Santana. “When I was a child, my parentspushed me into the world of education that offered me happinessin life, which was bigger than my awareness at the time.Similarly, now as an adult, the Self-Leader System will push me


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into the world of the self-leader that offers me my dreams, whichis bigger than my awareness at this time.”

“Precisely,” I said, “but you must use discipline to keep onit. Otherwise, your resistance will take over again like thegentleman at the seminar who wanted me to be his leader. Neverforget just how powerful that resistance is. Remember, only inthe last three thousand years, a mere flicker of man’s existence,has man’s mind advanced beyond nature’s automatic controls.For over one million years prior to that, man had been guidedand controlled by nature. Today, we still like to be guided andcontrolled. Those deep-rooted tendencies explain why we aredrawn to leaders.

“Clever people have discovered our deep-rooted tendenciesthat draw us to leaders, and they have gained unbeatableadvantages by perfecting how to provide external guidance.Those ‘natural leaders’ include some of the most financiallysuccessful and prestigious people and often the most seeminglytrustworthy people. For example, most politicians, presidents,many evangelists, network news anchors, and a portion of big-business upper management took this shortcut. They rose toleadership, power, and wealth by taking advantage of the deep-rooted following-mode tendencies in others. And they’ll alwaystry to stop our progress into self-leadership to keep theirprestigious positions in society. They largely control our lives.”

“How exactly do those leaders control my life?” Santanaasked.

I thought about his question for a moment before answering.I wanted to be sure my answer did not come across wrong. Ifinally said, “Most establishment-leaders are vestiges of man’sdeep-rooted urge for guidance. The need for external guidancebecame obsoleted with the rise of human consciousness threethousand years ago. Therefore, most establishment-leaders todaycreate illusions that we need and benefit from their guidance.In turn, we accept them and want them for our authorities. Theyoblige and get their intoxicating rides in life, ruling over us. Ourcareer politicians and regulatory bureaucrats and many corporateexecutives are on that stimulating ride. Moreover, they perpetuateour resistance to self-leadership by disintegrating our educationand our jobs with specialized thinking and by defeating our


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entrepreneurial business environment with legislation andregulations.

“Discouraged since our school days, we never learned tointegrate and guide ourselves. So we depend on leaders tointegrate for us and to guide us. Career politicians do their bestto suppress our integrated thinking — starting with inferior publiceducation and culminating in punishing legislation and regulationagainst aggressive entrepreneurs. Even when we know ourleaders are dishonest, we fear not having leaders. The leadersguide us all right; they guide us right into stagnation for theirown propagation. We get trapped in a boring existence in whichwe just support their plush standards of living. …That is howthey control your life.

The Answer (Inside Secret)

We finished dinner and went into the living room. “People,”I said, “will begin climbing out of their stagnation-traps usingthe Self-Leader System. But they have to overcome their built-in resistance against leaving the ‘protected world’ of automaticguidance from an authority, an authority that will ‘take care’ ofthem. Unlike all other animals, man has surpassed the automaticguidance of nature that now slows him down. That’s why mannow lives in houses, not caves; he eats food from a grocery store,not a fresh hunt. Similarly, the average person can move beyondthe automatic guidance of his routine at work.

“The authority, the specialized corporate executives today,shape jobs into automatic routine ruts to block your integratedthinking and to nurture your resistance to becoming the self-leader. But by staying true to the Self-Leader System, theaverage person can soar past nature’s built-in resistance and thecompany’s built-in resistance against taking control. He canovercome all such resistance in order to take control of hisdestiny. He can become the self-leader and get everything hewants out of life!”

Both my brother and Santana nodded and smiled.“Because of our deep-rooted link to the automatic guidance

of nature,” I added, “the average adult still seeks the sanctuaryof automatic guidance. Therefore, we seek automatic guidance


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at work, and we seek parental-like leaders in our lives from ourgovernment, church, the media. We resist becoming the self-leader, so we never discover the better world. We never evenknow about our innate creative power and the happiness itgenerates. Our jobs support our resistance with automatic,specialized tasks that we routinely do year after year. So, weremain in this insulated world, slowly sinking in stagnation.”

“Wow, that answers a lot of questions I’ve had about myselflately!” Santana blurted.

“First you must learn how to integrate and structure yourschedule and job by common denominators to be able to growand absorb vast amounts of knowledge and power,” I said. Ericcan help you with that, Santana. Then, as you integrate moreand more knowledge, you begin to see a puzzle-picture graduallyforming before your mind’s eye. As you see the puzzle comingtogether, you break through into new knowledge by seeing howthe missing puzzle pieces must look like. Your journey in lifebecomes one of creating new knowledge — completing successpuzzles through your own creativity. What a life! Successpuzzles we can’t even imagine now can become ours! Yourcompetitive creations will bring new values, products, andservices to mankind — while bringing wealth and prestige to you!This creative living generates spectacular motivation andhappiness in life! You’ll never again feel internal resistance tobeing your own leader.

My brother and Santana nodded.“Guys,” I said, “America can become by far the wealthiest

nation the world has ever seen. The way to that super-wealthynation is…a nation of self-leaders, which is why I’m going tostart my own publishing company to disseminate the Self-LeaderSystem.”

“That’s exciting!” Santana said.“Yes, it is,” my brother added.I nodded and said, “Our country was founded by self-leaders.

They are our roots. Courageous self-leaders from all over theworld travelled to America, which became a nation of self-leadersand very quickly rose to the greatest nation on Earth.

“For over two centuries, our government has gradually takenfrom us our self-leader culture. Politicians appeal to our deeply


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rooted, natural acceptance of external authority. They becomeour external authorities who control us, and their role as ourexternal authorities provides their livelihoods. They have steadilysilenced the American spirit — the spirit of self-leadership.

“As our external authorities, they nurture our resistanceagainst becoming self-leaders. In subtle ways, they offer us apath of least resistance that seduces us into becoming dependentfollowers. For example, by providing the path of least resistanceto low-income families in the form of automatic welfarepayments, the leaders seduce families into becoming hopelesslydependent on big government. The path of least resistance —collect automatic money from big government — perpetuates theirresistance to becoming self-leaders. Those low-income familiesbecome trapped like a slave class, in the ghetto, dependenton big government. They inherently know this and harbordeep resentment toward the Establishment. They never standa chance at entering the very profitable world of the self-leader. …That deteriorating, low-income ‘slave class’, by theway, is a microcosm of what is happening to America as awhole as the programs for the ‘public good’ that ‘take careof us’ grow. As the whole country goes down, those few withthe Self-Leader System will go up.

“Through those clever ‘public good’ illusions, the careerpoliticians regulate the economy, which burdens and kills rapidlyadvancing technology. Even the low-income families would bewell-off in a society soaring with an unburdened economy.Rapidly advancing technology would multiply buying poweranywhere from a hundred to thousands of times — dependingon the purchase — as happened to the computers. Instead, today,the growing ‘slave class’ drinks the poison of career politiciansand their media.

“Politicians control us and guide us. They make us theirdependents in order to have their jobs as our external authorities.Through clever ‘social good’ illusions, they control and guideus so we don’t control and guide ourselves…never to becomeself-leaders. Even if we wanted to, we couldn’t become self-leaders without the Self-Leader System, for our public schoolsnever taught us how to integrate for ourselves.”

“Do we even need leaders at all?” my brother asked.


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“Eventually we won’t need leaders as our civilizationmatures.”

“But there’s no way that can happen right now on Earth,”Santana said. “As you just told us, in school we were nevertaught how to integrate for ourselves to be our own leaders.”

“That’s right,” I said. “The fear I saw on the gentleman’sface at the infomercial seminar was there because he couldn’tintegrate, so he needed me — someone who could integrate forhim…until he learned how to integrate for himself. You see,everyone needs guidance in life, otherwise he or she wouldfounder aimlessly and die. The problem is that few people canintegrate and therefore guide themselves. Children are nevertaught to integrate in school, and adults are specialized in theirjobs. Since ordinary people can’t integrate to guide themselves,they look for someone else to guide them.”

“So, just as a child needs parents until he grows up,” saidmy brother, “the ordinary person needs leaders until he learnsintegrated thinking, right?”

“Right,” I answered. “And legitimate leaders, like goodparents, will guide the people into self-leadership and success.”

“So, you’re saying that we do need legitimate leaders?”Santana asked.

“Yes, we need a transition from illegitimate leaders tolegitimate leaders to self-leaders,” I said. “People don’t knowhow to do integrated thinking to guide themselves. So, yes, weneed leaders now because people aren’t yet self-leaders. But weneed legitimate leaders. Right now, the people would never getrid of the current leaders. Again, it’s because people were nevertaught integrated thinking. They need guidance, and withoutinternal guidance from integrated thinking, they’ll naturally seekexternal guidance from politicians. The political leadersinherently know this and cleverly offer ‘guidance’ and blocksociety from integrated thinking with suppressive regulations andlegislation. I call that phenomenon: the Great Suppression. But,a Great Replacement Program is coming, which will provide thepeople with legitimate leaders. Realize, legitimate leaders exist,and they can be easily identified: they push society not downinto suppression but up toward self-leadership and success —not unlike parents pushing children toward independence. In


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government, that means slashing regulations and legislation sointegrated thinkers can rise. By the way, those rising geniuseswould drive our costs of living to fractions and make us allbuying-power rich as we saw in the relatively unregulatedcomputer industry.

“Legitimate leaders have no desire to suppress their employeesor citizens. You see, legitimate leaders are not protecting falselivelihoods as your external authorities. Everyone benefits: moreself-leaders mean more competitive businesses, profits, and amore competitive country with a soaring economy and soaringbuying power. Only false external authorities lose as they losetheir positions of power. In other words, they could no longerrule over us, no longer live high at your loss.”

My brother and Santana listened closely. They leanedforward in their chairs.

“Career politicians in Congress are a very big problem —the lawmakers,” I continued. “The state and federal lawmakersgenerate laws — many thousands of laws every year — tocontrol and guide their citizens. Not only does that put us inan externally guided state of mind and perpetuate our deep-rootedresistance against self-guidance, but all those laws and resultingregulations and litigation discourage the creation of newbusinesses and jobs. All those laws, lawyers, and lawsuitsmake it very hard for tender youth to rise with self-leadership,to build new businesses and create new jobs. Hemorrhaginglaws, lawyers, lawsuits kill our younger generation’s creativityand independence. Our children’s future is being sold out bya clique of people — by greedy politicians on a verystimulating, self-absorbed free ride. Those state and federalpoliticians cast the illusion that we need those thousands ofnew laws every year…those so-called ‘good intentions for thesocial good’.

“Legitimate leaders not looking for a free ride would pushAmerican citizens, as parents push their children, into controllingand guiding their own lives. Legitimate leaders would set downfree and open conditions as in the computer industry thatencourage, not punish, aggressive self-leaders. The freed geniusesof society would then rise and drive down costs in all industries,as first demonstrated in the computer industry. With all that


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buying power, the people will enjoy deciding exactly how tospend their money…enjoy controlling and guiding their own lives.A rich nation of self-leaders would deliver great prosperity notto the Establishment, but to ourselves. Stop and think: Do wereally need state and federal lawmakers generating thousands ofnew laws each year that control and guide and suppress citizensand their businesses? Or is that excessive lawmaking merelycreating illusions of importance for career politicians as a coverfor their intoxicating ruling-class power?”

“I certainly agree with what you’re saying,” said my brother.“Yes, I agree with that, too,” said Santana, “but I have a

concern: You said that the legitimate leaders tomorrow will pushus into becoming self-leaders whereas our illegitimate leaderstoday not only nurture our resistance to becoming self-leaders,but outright suppress us with improper education and block uswith regulation and legislation. Legitimate leaders will pushsociety into self-leadership…I get a little nervous when you saythey will push us into becoming self-leaders.”

“Your nervousness is the same as the fear I saw on thegentleman’s face at the infomercial seminar,” I said. “Realize,we would’ve never left home to go to school if our parents didn’tpush us. Subsequently, we discovered everything good in lifeby acquiring an education. But, if not pushed into going toschool, we would’ve sunk into stagnation for the rest of our lives,and we would’ve eventually hated our parents…not unlikeAmericans are now beginning to hate politicians.

“Legitimate leaders will create the non-suppressive freeenvironment that will inherently push our citizens into a worldthat delivers everything good that life offers — a world that freesaggressive self-leaders to make everyone else wealthy as theydid in the computer world. But for now, our deep-rootedresistance is nurtured by the Establishment’s path of leastresistance: that is, given the laws, litigations, and regulations, it’soften not worth striving for more than a routine-rut job in oursociety! If not pushed aside, that path of least resistance willforever keep citizens from advancing into self-leaders. Societywill continually remain a suppressed ‘slave class’ supporting afew thousand external authorities.

“Of all the new American businesses today, few manufacture


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original, creative new values. Most of the new Americanbusinesses service what already exists. The sheer absence ofcreativity and innovation can’t last for long. Society and itsparasitical leaders can ride on already existing values a whilelonger. But, by cutting off the creativity of our youth, our futuregenerations will suffer.

“By contrast, a nation of free and creative self-leaders woulddrive new values into the marketplace, drive down costs and driveup our buying power. A preview of creative new values beingdriven onto the marketplace is the booming biomedical industry,a direct result over the past few years of a gradually weakeningFDA.”

My brother raised his finger and asked, “If the establishmentleaders are on top anyway, why do they suppress us?”

“Why?” I said. “To stay on top, to keep their stimulating,easy-come lifestyles for life. The reason you and have a hardtime seeing that is because you yourself don’t have suchdishonesty and laziness in your own character. So, you can’trelate. But political leaders stay on top through creating illusionsthat we need them…while really just burdening society. Again,consider that federal and state lawmakers convince the public weneed thousands of new laws every year. That illusion createdby career politicians is ridiculous. Creating that many laws andspending our money makes us assume we must really need careerpoliticians. But all those laws make American businessesuncompetitive in the ever growing global economy, causingbusinesses to shut down or outsource jobs, costing hardworkingAmericans their jobs. Career politicians, by contrast, secure theirown jobs by providing that “important,” busy lawmaking. Indeed,they rise up by pushing American citizens down.

“But even worse in the long run, the litigation frenzy fromso many laws and regulations prevents tender youth from everhaving a chance to rise as self-leaders. Today, for example, toput your name as owner of a business, no matter how small, isdownright dangerous.

“At the risk of sounding simplistic, I’ll say we really don’tneed their excessive lawmaking. Without them rising up bypushing us down, then more and more citizens and tender youthcould rise as self-leaders. Those geniuses of society would make


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us all rich through the Great Technological Revolution, just asthe geniuses in the relatively free and unregulated computer worldmade all computer consumers computer rich through the computerrevolution. Without litigation and regulation holding the geniusesdown, more and more geniuses would rise rapidly and pull upeveryone around them into a technology-driven, inexpensive newworld.

“Now, I must add one other point here, Eric: Why dopoliticians pass so many unnecessary laws that stimulate lawyersand cripple our businesses and long-term economy? Rememberthat lawmaking is their illusion of importance — their image ofbeing important leaders — to cover their free ride in life. Letme stress: everything they do is to acquire political power andre-election power. Creating bills, passing laws, spending moneygets media attention, name recognition, and votes.

“We put our trust in leaders, but they pass unsound laws andspend unsound budgets for an unsound, insincere purpose: to getre-elected as our leaders. All those laws, lawyers, lawsuits stoptender youth from rising up, and all that government spendingputs our industries in increasingly uncompetitive positions fordecades to come.

“People now are beginning to see that something has goneterribly wrong with the system. Our trusted politicians have soldout our futures for selfish near-term, look-good, vote-gatheringgimmicks. Our leaders betrayed our trust. What’s worse, theymust keep us as their followers — sort of as if parents kept theirchildren from going to school. The children would not knowof the better world; we do not know of the better world.”

“We’ve been robbed of our self-leader spirit,” my brothersaid. “Career politicians are happy to be our leaders. So, weaccept them. We work our entire lives to buoy their stimulatinglifestyles. You’re so right: unknowingly, we’re their slaves!”

“And at work,” I added, “we get stuck in our boring routineruts. As our leaders, our politicians, pass laws — more and morelaws — we get stuck in a falling economy with no opportunitiesto rise into dynamic self-leaders. Instead, we just pay more andmore taxes to pay for their illusions of importance.”

“You know,” said Santana, “you’re right. I’m ready…I amready to be my own self-leader! I’m excited!”


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“You know where that excitement’s coming from?” I askedhim. “Your child of the past is taking notice here. You see,we never really forget our childhood dreams. Every adult stillwants to be a millionaire, still wants to achieve great things, stillwants the sensational love. Today, the average person lives ina boring, routine rut with far less money than he’d hoped for.His excitement for life gets lost. Around forty years old, hebecomes disillusioned with life. He feels stagnant, his childhooddreams and excitement gone. When he was growing up, he’ddream about becoming a millionaire. He’d dream of a beautifullove and beloved family. He’d look toward the future with greatexcitement. Oh, the happiness ahead! …But then he’s let down.Stagnation pulls him under. The great happiness never lasts; theexcitement eventually fades.

“Just think if he could suddenly have all the happiness andexcitement back! Just think if he could become thatmillionaire…and recapture the passion for life and romance!Well, let me tell you, there is so much more in life of thosethree most important things that make the average person happy:1) value creation and making a difference, 2) wealth and prestige,and 3) romantic, family, and friendship love. There’s so muchmore to life, so much more success and achievements…so muchmore excitement, pride, and happiness. The child in all of us oncedaydreamed about having all that. Now, our child of the pastwill.” I looked at my brother and Santana and added, “As theworld around us goes down, those of us with the Self-LeaderSystem will go up. And that is why I plan to bring this somedayto millions of people. With that, I’m giving you your nextlesson. And since your friend is here, I’m going to read it outloud:”


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The Self-Leader SystemLesson Six(Inside Secret)

“You’ve already learned how to overcome the externalobstacles in your company to evolve into a self-leader,” Isaid. “Now you must overcome the internal obstacle inyourself to complete your journey to becoming a self-leader.That obstacle is your deep-rooted urge for the automaticcontrols of external guidance. You must be aware offighting this natural urge for the next thirty days. If youaren’t aware of fighting this every day initially, chancesare you have succumbed. You must fight this resistancein order to overcome it. You may even feel ‘withdrawal’symptoms. But keep focussed on your mini-day/power-thinking team. Keep mastering details and absorbingresponsibilities to take over a living job. DO NOT EASEUP. You must force yourself to do these things — youmust fight your resistance against taking control of life.Fight hard, every day, for thirty days, and you’ll feel yourpsyche change. Taking control of life through integratedthinking will become more and more natural to you. Whatonce seemed like hard work will become fun work.Eventually, creating values and making money will becomeyour way of life.”

“Eric, I’m really into all this,” Santana said. “Can youteach me the Self-Leader System? I’m ready!”

“We’ll start tomorrow,” Eric said with a smile.

When my brother’s family and friend left that evening, Iwrote the following entry in my diary: “Over the past severalweeks, each breakthrough taught me how to acquire greaterintegrated knowledge. With each breakthrough came greatersuccess. Each of those six breakthroughs can be usedindependently to boost success. But by using all six togetheras a powerful system — the Self-Leader System — I’m becomingan unstoppable winner! This system is amazing. I’ve alreadystarted teaching it to my assistants and to about a dozen other


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co-workers. They love me for it! But most important, I feellike a self-leader; I’ve discovered myself. I’m in charge andlove it. My outlook on life has changed. Yes, the whole worldis sinking, but not me! I’m my own person, on my own path,and I’m really happy. My personal renaissance has given meback myself.”


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Step SevenMind Muscle

(Inside Secret)While teaching my co-workers these techniques, I realized I

had to build up their “mind muscle”. In fact, all geniuses ofsociety today had to do the same to rise up from under the lidholding down society. In a Neothink® Vision, I observed peopleof the future easily and naturally using the following seven powertechniques. Indeed, the following seven power techniques let youmuscle your way to success in our suppressed politicized society.The following techniques will give your mind some “muscle”along its journey into integrated thinking and onto puzzle-buildingand future-telling Neothink®. The following techniques requiresome work, but they can be used like shots of adrenaline asneeded to become a self-leader.

In today’s sinking world, however, these seven techniques willnot be so hard to do at all as you feel them lift you while otherstragically fall. Rather, the techniques will be exhilarating.

So, let’s kick-start your mind into integrated thinking usingthe following seven techniques. Below are excerpts quoteddirectly from my seven meetings while teaching my co-workersthe seven techniques to help kick-start their integrated thinkingand launch Neothink®:

Meeting One: The Power Approach (Inside Secret)

“I’ve told all of you about my Neothink® Vision. I can’tget over how ordinary people in tomorrow’s Neothink® Worldcarried themselves with such self-confidence and honest power.I’ve never seen such authentic self-authority back here in today’sworld. Ordinary people in my Neothink® Vision, for instance,appeared like walking legends. What caused that bigger-than-life aura about them that radiated such confidence andcompetence?

“I tried to put into action what I saw. In doing so, I madea personal breakthrough and developed my own technique. Infact, I subsequently realized that geniuses of society today


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essentially used my same approach to turn on a little-known‘power generator’ that resides in every person’s mind. Of course,the walking legends in my Neothink® Vision naturally functionedwith the power generator always on. When I turned on thatpower generator in me, it cut through the illusions and lies thatonce left me confused and powerless at building values andwealth. Trapped in our suppressed ruling-class society, thistechnique helped me break through to the winning approach toproblems at work and in personal life.

“Consider that human life offers you and me power. Forexample, if I try hard enough, I can take control of everysituation in life. I can take control of my schedule; I can takecontrol of my company. But I have to take it.

“Now, I captured the only mental state that allows one to takecontrol. I call it: the Power Approach: In confronting anyproblem, I now ask myself, ‘What is the winning concept behindthis situation?’ In other words, I figure out how to bring allthe little nagging percepts together and solve them with a single,integrated burst of pure power. To help myself see the winningconcept, I’ve learned to shift that intellectual question into anemotional reaction by replacing the two words ‘winning concept’with the words Power Approach. Now, let’s ask the questionagain. I’ll knit my brow and say it: What is the PowerApproach to this problem? …Suddenly, I feel a surge ofstrength. You try it. That surge of strength almost always showsme the most powerful course of action. And the most powerfulcourse of action is inevitably the winning concept — the winningapproach — to the situation.

“Now, for situations of all kinds in my work and personallife, I ask myself, ‘What is the most powerful course ofaction…what is the Power Approach?’ Lo and behold, Iconsistently see the fearless choice of self-authority, the choiceof a self-leader. Then, I act on that choice — I act as a self-leader.

“As I increasingly act on this pure power, I become anunstoppable winner. I’m emotionally transforming from followingexternal authority to self-determining internal authority.

“Each situation I encounter, particularly in my career, I askmyself, ‘What is the winning approach to this situation?’ Or,


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more emotionally and much more effectively, I ask myself, ‘Whatis the Power Approach — the most potent course of action —to this situation?’ That single question helps me guide myselfand stop looking for external guidance.

“Now, you try it: Say you work a specialized job and areunhappy; instead of brooding over all the specifics that make youunhappy, ask yourself, ‘What is the winning approach to thissituation? What is the Power Approach to fixing this problem?’Keep asking yourself that no-nonsense question. I’ve found itbest to keep asking yourself that question over and over againuntil the answer rises up within you. As you ponder the mostpowerful course of action, let your feelings get fired up untilyou are burning with determination. ‘What is the PowerApproach to fixing this problem?’ Do not analyze the answer.Just let the Power Approach flow. Realize that later you’ll decidewhether or not to act on it.

“See the Power Approach clearly: Say, in this case, the mostpowerful course of action is to aggressively take control of theresponsibilities that will lift you into a living job. Or, say thePower Approach calls for you to leave your specialized job andstart your own twenty-first-century wealth-building job. If youthen act on your own authority and pursue the winning powerapproach, then you’ll become a powerful dynamo and a bigwinner in life. I know this from personal experience.

“Leaving one’s job to start a business is a major undertaking.Yet, the Power Approach applies everywhere, in large or smallsituations. You can begin small, using the Power Approach onfrequent problems or common situations. By asking yourself,‘What is the Power Approach in this situation?’ you can see themost powerful course of action, which burns like a laser throughbothersome percepts to the winning concept. The PowerApproach burns like a laser through confusions and illusions thatmake you weak. It burns through deep-rooted resistance to self-leadership. Once acting on the Power Approach, you becomeyour own authority, and nothing can stand in your way. Youwon’t succumb to others or to your own meekness. You willbecome strong. Your mind will become free of debilitatingillusions.

“First use the Power Approach in small daily situations.


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Build your strength with the Power Approach. Before long, youwill take on major decisions in life using the Power Approach.

“Start today with problems and challenges in your career.Push ahead with the power course of action. Chop throughlingering turmoil as you identify, ‘This is the problem; here isthe solution.’ Become calm and confident in the face of the mosttrying situations. Develop courage and make fearless moves.Become the decision maker.

“The average person’s stagnation-trap stems from deep-rootedfeelings and illusions of needing to be led. The Power Approachrises from powerful determination not to be led. Resistance tobecoming a self-leader comes from a passive, nonintegratingmode and is the opposite of the Power Approach that comes froman aggressive, integrating mode. The Power Approach provokesemotions that push you to use the great power in your mind: to useintegrated thinking, take control, and fearlessly lead your own life.

“The Power Approach builds on itself. Every day you willbecome noticeably more powerful and a stronger self-leader.Turn on this power generator in your mind, starting tomorrowat work. All the greats have. Quickly, you will experience asurge of power. Gradually, a uniquely creative genius willemerge from within your own mind.”

Meeting Two: Power-Concentration (Inside Secret)

“Okay, now pushing ahead on how to become the integratedthinker: A couple of weeks ago, I talked about the two differentmodes of thinking: 1) the externally guided mode of the pastversus 2) the internally guided mode of the future. To makegood money, we must remove anything that blocks us fromevolving into the internally guided mode. I’ve identified a majormental block that prevents us from ever entering the internallyguided mode in which we begin to form concepts and then buildsuccess puzzles. It has to do with the way we concentrate:

“First, I could never quite understand when I was in collegewhy other students would go into the library and study for hoursand hours and hours day after day after day. I would see thosepeople studying for a test for many, many hours over severaldays, and I would sometimes wonder if I were going to flunk


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the test. For, I hadn’t even started studying. But I would shutmyself in one of those 6’ x 8’ cubicles in the library the morningof a test, not having studied at all up to that point. I wouldclose the cubicle door and go into a super-intense mode ofconcentration, realizing that if I went to the test that moment,I’d flunk it.

“I’d go in this intense mode for maybe two or three hoursbefore a test. I’d study right up to maybe five minutes beforethe test. I would always do well on the test. And a numberof times, I would ace a test through that technique.

“I didn’t explicitly realize it back then, but now I know thereare two different modes of concentrating. Most people in collegeare in one mode of basic concentration. They go to the libraryfor days and concentrate for a test. And then there’s the othermode of power-concentration.

“When a person is power concentrating, he is all at one timetrying to get the whole picture, the multiple-thought concept,versus others who are getting pieces, single-thought percepts, oneat a time as they study for all those hours in the library. Power-concentration requires much more mental energy. Furthermore,power-concentration is more than just getting the whole picture.In order to successfully grasp the whole picture, you must getthose specifics too, simultaneously. To best understand this,consider the computer programer. He must grasp the wholeconcept of what the company is after, and he must grasp all thespecifics and details to make it work. He must really burrowin. He cannot just get what he believes is the whole picturewithout burrowing into those specifics and knowing every littlespecific detail and the effect each detail has on the whole.

“You actually know if you are doing this ‘burrowing in’ ornot. It’s like a self-test. Remember in mathematics, for example,when you start off with a premise, and then you go through anequation and prove the premise. You know beyond any shadowof doubt that the premise is correct. Well, there’s a comparisonhere to this burrowing-in mode. You burrow into the specificsuntil you know the whole picture is right. You cannot reallyknow how everything works without knowing every specificinvolved. Then, like proving that premise in math, you see thewhole picture and all its details simultaneously. At this moment,


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the logic jells in your mind. From that enlightened momentforward, all your decisions will be solid and your mind certain.

“Now, fathom the leverage behind this power-concentration:First consider that some of you have not fully grasped how myunique direct-mail accounting system works. Without power-concentration, you’ll never fully grasp the intricate logic, notduring your entire career. You’ll never really have control overyour direct-mail career, especially those who are working towarda direct-mail mini-company. You can go on working veryaggressively, even making some good forward movement. Butyou’ll never be financially potent and lead a direct-mail mini-company like the person who understands the whole accountingpicture and all its details — the fundamental logic.

“Now consider that you go into the power-concentrating modefor one hour, sixty minutes. I wager that, for the rest of yourlife, you’ll have total mastery over the intricate logic…over whathappens and why. Such certainty over the numbers would opennew horizons.

“Power-concentration provides leverage. You can, forinstance, master the accounting system in sixty minutes — in thetime of one TV show. Or you can, by contrast, never masterit, even if you fill out the tracking reports.

“Power-concentrating physically differs from concentrating.Your brain feels like it is expanding as it goes to work on thesituation. You must think hard and not stop until spending theintense mental energy to really know what’s going on — thewhole picture as well as every detail behind that responsibility.Then, you will grasp the logic.

“Now, I want all of you to begin power-concentrating in yourjobs. Get down to the logic within each responsibility of yourtargeted mini-company. You’ll begin to form provocativequestions that others would never ask. Once you’ve ‘got it’ —once you’ve snapped together and understand the logic withinall responsibilities — that logic will never leave your head. Youcapture iron-grip control over that portion of the business. You’llnever have total control any other way. You see, in the backof everyone’s mind is the external-authority problem. Thatproblem leaves openings to avoid really burrowing in andpower-concentrating. But by power-concentrating, you enter the


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internally guided mode and begin to control multiple-thoughtclusters, which means you begin to control your destiny.”

Meeting Three: Power-Control (Inside Secret)

“Along with driving for the logic within responsibilities, youmust drive for control over those responsibilities and their details.Driving specifically to control those responsibilities broadens yourmind beyond specialized thinking. Power-control — that is,relentlessly pushing for more control — makes your mind jumpto a higher level of awareness.

“As a toddler you experienced an incredible thrill as youpushed your mind to higher levels of awareness and gatheredmore control. In time, power-control is a similar phenomenon.As adults in the suppressed anticivilization, at first we tend todislike pushing for control. We don’t really care to expand ourawareness and control, and we’re not motivated to do so. Inthe politicized anticivilization, you must override your resistanceto control. Such an explicit drive for control is not easy at firstbut will, nevertheless, push your mind to a higher level ofawareness. At that stimulated level of awareness, your mindbecomes aware of problems, trends, and seeks commondenominators. Your mind also senses where it specifically needsto do power-concentrating to get the logic in order to gain thecontrol.

“Aggressively seeking and seizing control brings yourawareness to a whole new level you have not yet experienced.That higher level lets you see the responsibilities and their detailsfrom a wider perspective — from the perspective that you aregoing to get iron-grip control over them. You then start seizingcontrol and taking 100% responsibility, which I’ll talk about inour next meeting. After a few weeks, the drive for control willonce again become a natural part of you for the first time sinceyour toddler years. Believe me, control feels good, I know.You’ll begin to feel really good…in fact, you’ll begin to feelthat incredible thrill again, not felt since toddlerhood.”


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Meeting Four: Power-Responsibility (Inside Secret)

“To take control, you must really feel 100% responsible forthe responsibility or project. In other words, two of you herework for me, and you two will never enter the realm of integratedthinking if, in your minds, I carry the basic responsibility. If,in your minds, I carry the responsibility, then you have theopening to switch into the externally guided mode. So, you’llnever become a potent integrated thinker. You may be doing100% of the work. But, not feeling 100% responsible takes theedge off the burrowing in and seizing control. So, you’ll alwayslack the complete integrations. You’ll fall short of the all-important internally guided mode.

“At this point of falling short of integrated thinking, you needpower-responsibility, you need to really feel 100% responsiblefor a responsibility or project. That way, you will thoroughlyburrow in until you have all the intricate logic and seize completecontrol.

“This 100%-responsibility concept is a key breakthrough, notonly for the employee but also for the employer. If you startyour own business, you have to know when to let a project orresponsibility go and say, ‘Okay, you’ve got it, and if you fail,the project is going to fail. Then and only then will I have to,at that point after you’ve failed, step in and start over fromscratch. But if you’re going to fail, I’m going to let the projectfail with you.’

“To do that may be very difficult. For, as the entrepreneur,you always carry the sense of responsibility. People workingfor you may do the work, they may follow through, but youalways carry the sense of responsibility. Letting go ofresponsibility is not in your nature. Letting go is very difficult,especially to the point that if something or someone is going tofail, then so be it. Only then will you deal with it.

“On the flip side, taking 100% responsibility is vital toclimbing the ladder to better positions in any company and isabsolutely crucial to taking over a mini-company. Of course,I’m not going to casually say, ‘Here guy; it’s yours, and if youfail, so be it.’ Instead, you must take responsibility from methrough burrowing in, seizing control, and feeling 100%


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responsible. Not until you take that 100% responsibility will Irisk letting everything go. Indeed, for you to become anintegrated thinker and take over a chunk of this business, youneed power-responsibility. You need to physically andpsychologically take over each responsibility with 100%responsibility. If you take 100% responsibility, your mind willcontinue taking over greater and greater chunks of the business.Your mind will feel the survival pressures again, sort of likethe toddler who must ‘get up to speed’ with the world aroundhim. Those internally manufactured survival pressures willhelp kick-start you into integrated thinking and buildingsuccess puzzles.

“When you feel 100% responsible, you know it. You feelit. You no longer have an external authority to lean on. Thatdoesn’t mean you do not have wiser, broader integrators to tapon for advice or input. But you carry and really feel 100% ofthe responsibility. You feel the pressures, and not any of thosepressures go beyond you as you get the information and adviceyou need from those broader integrators such as myself.

“Consider this true scenario: A person is nervously waitingto present his project to the board of directors in a leadingAmerican company. He has devoted the last several years ofhis life to this project. He is afraid whether or not his projectis going to be judged a value to the company. He is going toget aggressively questioned by the board, and he is going to makethe best darn presentation he can to prove his project a valueto the company. All his costs are figured out to the mostcompetitive degree. His whole life and future might be torndown in front of his eyes if his research and development projectis killed. He has raw survival pressures on him to make hispresentation work. He alone is 100% responsible for his successor failure.

“The key is 100% responsibility. You succeed or fail. Towhatever extent you are successful is your responsibility, 100%your responsibility. You must put all the responsibility andpressure on yourself. You must not subtly seek external authorityor relief from your boss. Through this power-responsibility, youwill steadily switch over from the externally guided or followingmode into the internally guided or integrating mode.


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“Power-Responsibility with power-concentration, pushing forpower-control using the power approach gives you real power.You’ll absorb a chunk of the business, namely a mini-company.You’ll break free from your routine rut. You’ll become aninternally driven integrated thinker who can build creatively.”

Meeting Five: Power-Energy (Inside Secret)

“Energy is actually the most basic ingredient of integratedthinking because integrated thinking requires substantial energy.You’ll be surprised at how many people don’t have much energy.If you look around, you can see that only about 10% of thepeople have a high energy level. So, about 90% of oursuppressed population is, right away, physically eliminated fromintegrated thinking and building success puzzles. Most peoplemust start with their energy levels; they must discover power-energy.

“Power-energy is a psychological phenomenon. For instance,you could sit here and be in a daze, but then all of a suddenyou could say to yourself: ‘What the heck am I doing?’ and forceyourself into an intense, high-energy mode.

“Anyone can snap out of a low-energy mode. I have proof:Put anyone on an urgent deadline. All of a sudden, that personworks with high energy. Energy levels can be controlled by amental choice. Power-energy takes only a simple wake-myself-up decision.

“To go to the next level of thinking — integrated thinking— requires greater energy. Power-energy — that wake-myself-up decision, physically and mentally — eventually becomes yourongoing and natural state.

“Once again, observe the toddler. That small child lives ina different world; he is always power-energizing his mind. Inour world of resignation, we have lost that natural human state ofpower-energizing our minds. But we can get it back. Just do it.”

Meeting Six: Power-Interaction (Inside Secret)

“To kick-start integrated thinking sometimes requires a processthat is not glamorous but captures the very nature of integrated


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thinking. Let me explain: To effectively link together detailsinto multiple-thought clusters and start conceptualizing oftentimesrequires a back-and-forth process with your co-workers that I callpower-interaction. For example, the new deposits on thecomputer reduced hours of work to seconds of work. The younglady responsible for this advancement knew nothing aboutcomputers…or bookkeeping, for that matter. But sherelentlessly went back and forth with the computer programmerprobably a dozen times and with the bookkeeper perhaps twodozen times. Her relentless power-interaction enabled hermind to link together and snap the countless details into acompleted success puzzle. Power-interaction let her mindsolve a puzzle of advancement.

“Power-interaction offers us great flexibility because it letsus seize control of unknown areas currently not part of our jobresponsibilities. This phenomenon is instrumental in taking overa mini-company, perhaps someday the entire company. …Youcan, once again, imagine the power-interaction done by CharlesNash on his climb to the presidency of General Motors.”

Meeting Seven: Reality Power (Inside Secret)

“Most people are willing to work hard for success. But mostpeople run into a problem: they’re caught in an illusion. Whatis that illusion? Naturally, they want to do something reallyimportant in their lives. Therefore, they’re caught in a bigger-and-better frame of mind: ‘I want to do something bigger andbetter with my life.’ They will work hard, but they just do notknow where to turn. Ironically, great success and achievementsare right below their noses. They must break out of the bigger-and-better illusion and get down into the littler-and-nastier reality.In other words, to start a path of integrated thinking, they mustcome down to earth by mastering the nitty-gritty details andabsorbing responsibilities.

“Instead of some out-of-reach vague dream, great success isa crystal-clear path of learning and linking together nitty-grittydetails and responsibilities. That ‘littler-and-nastier’ reality bringsyou bigger and better things. That is reality power, my friends.You must now exert reality power: inject the seven nitty-gritty


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power techniques into your day to spark your integratedthinking and send you along the road to bigger and betterthings. Discover integrated thinking at work while acquiringfor yourself a wealth-building job, and your best dreams willcome true.

“Use the power techniques from these past seven meetingsto facilitate your evolution through the Self-Leader System.These seven meetings gave you potent mind-muscle to use whilelearning the business and acquiring/absorbing your area ofpurpose, while establishing and turning on your mini-day/power-thinking team, while moving rapidly ahead in your creativenumbers-integrating world, while breaking your resistance toexternal guidance and breaking into internal guidance.”

* * * *


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The Self-Leader System — Summary

Seven Steps to Becoming the Self-Leader (Inside Secret)

The anticivilization’s trap of stagnation closes around us aswe settle into our routine-ruts at work. Before long, we lookbeyond our work to vacations and hobbies for any remainingsource of excitement. But now, the ordinary person can begina journey to the life he or she once dreamed about. I did it.My brother did, too. As a matter of fact, a month after havingmy brother and Santana over for dinner, I wrote down a summaryin my diary of the seven powerful secrets behind my journeyto riches and success. When you see this summary, you see allat once just how simple success and happiness can be for youand me:

The Self-Leader SystemSeven Steps

Over the past few weeks, each of the seven stepsshowed me how to acquire greater success. Each of theseven secrets can be used independently to boost success.However, I use all seven steps together as a powerfulsystem — The Self-Leader System. I’m becomingunstoppable. I’ve finally, permanently overcome thestagnation traps set by the leaders. For, I’ve become theself-leader:

Step One: Project CuriosityStart with Project Curiosity to educate yourself about thebusiness and to acquire a general overview of integratedknowledge. Integrated thinking will begin; your psyche willimmediately begin to change.

Step Two: The Self-Investment PlanAfter a few weeks of Project Curiosity — learning andobtaining a firm grasp of the business — you will gain


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enough integrated knowledge to be able to define thecompany’s basic responsibilities. On paper, pull those basicresponsibilities into their money-making purposes, theirareas of purpose, as demonstrated in my diagrams. Then,on paper, select one of those areas of purpose, one of thosewealth-building jobs on paper as your target.

Step Three: Investing In OneselfNow you can dig in and master the nitty-gritty details inorder to absorb the responsibilities, one by one, of an entirearea of purpose or wealth-building job. As you absorbresponsibilities and actively develop your integrated thinkingor self-thinking, your psyche will dump the following-leaders mode as it discovers self-leadership. Now you willbegin to abandon specialized thinking for integratedthinking. As you begin absorbing your targetedresponsibilities, your psyche will gain strength andconfidence. You will move into the new league of a self-leader building wealth.

Step Four: The Fast-Track MethodAfter taking over an open-ended wealth-building job, anarea of purpose, race ahead into building wealth with theFast-Track Method: the mini-day/power-thinking team.Integrated thinking will become more and more effectiveand creative via power-thinking.

Step Five: The Window To CreativityUse the numbers-integrating mode to open your window tocreativity (currently shut tight inside your mind). Throughnumbers, you will discover more and more creativeadvancements for your business. You will become a“visionary” headed toward the highest position in thecompany. Integrated thinking will now jump ahead to anadvanced level, as it did for the young Charles Nash. Yourpsyche will have no more need for external guidance.

eatest Kept Secret Of

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Step Six: The Final ObstacleThe only thing that can stop you now is yourself. Forabout a month, you must work hard every day to overcomeyour deep-rooted resistance to becoming the self-leader.How? Simply by forcing yourself to execute the previoussteps. Think hard about making progress every day. Donot slip out of that think-hard mode. If you begin to feelthe “buzz-out syndrome”, then your resistance is takingover. DO NOT LET IT. Fight it with “insta-act” (instantaction), hard thinking, and honest effort every day. At first,this self-leader mode might seem hard and uncomfortable.But your self-leader experience will change with time toexciting exhilaration…and wealth.

Step Seven: Mind MuscleEach step along the way, each day you must buckle downand get past the sole reason you are not an integratedthinker — external guidance. You can add some “muscle”to your mind as you evolve using the Self-Leader System:the seven Power Techniques help kick-start your mind intointegrated thinking. Use and reuse the seven PowerTechniques as needed to “muscle” your mind through theSelf-Leader System on your way to becoming the Self-Leader. Again, those power techniques are: 1) the PowerApproach, 2) power-concentration, 3) power-control, 4)power-responsibility, 5) power-energy, 6) power-interaction,and 7) reality power. They give your mind the “muscle”it needs to get through the Self-Leader System and leavebehind external guidance. Navigate your own course tosuccess. Turn on the power generator in your mind: thePower Approach. Push through obstacles. Experience thenew you — the power you who takes control of life. TheSelf-Leader.

The Self-Leader System — Summary


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Epilogue

Wealth Beyond Money — Afterthoughts

My brother and I were visiting our father. We enjoyed eachother’s company and a good conversation.

“I used to go to work, do my set routine, day after day,”my brother was saying. “Maybe over the years I’d get apromotion. Then I’d go along doing the same thing day afterday after day. Eventually, I’d get another promotion. Butbasically, I’d do the same thing, every day, day after day. Iwas specialized. I’d go to work, come home, go to work, andI was none the wiser for what really went on in the upperechelon of the company I worked for or in the government itself.I was caught under the lid.

“The way out from under that lid was integrated knowledge.The lid was specialization — nothing more. When I began toacquire more and more knowledge about the business at workthrough the Self-Leader System, I easily removed myself fromunder that lid. Over the past few weeks, I’ve begun to buildmomentum that can’t be stopped. With that momentum has comeexcitement and a steady ascent to wealth. …Now I love mylife!”

“Eric,” I said, “now that you’re integrating, you’re learninghow business really works. As you grow and take bigger andbigger bites of integrated knowledge, you’ll realize, ‘Hey, I’malso learning how the economy works. I’m learning how societyreally works. ...Hey, I’m learning how our government works.’Unlike most ordinary, good working people, you know what’sgoing on — you’re discovering the dishonesty, laziness, andcorruption in our corporate and political offices.”

“As you learn more specifically about what’s going on in thepowerful upper echelons,” our father added, “you’ll learn moreand more about the world of money and power. You’re nolonger caught in a specialized routine with blinders, Eric. No,you’re beginning to put together and see things that the massesnever see. You’ll become a threat to our parasitical-elite leaders,all right. You’ve already begun to expose the hoax of our


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politicians and regulatory bureaucrats. And you’ve begun toexpose the hoax in the upper echelons of corporate America.”

“So, the political big-business leaders will do their best tosuppress you and push you back down,” I said. “Don’t let them.Management may increasingly ignore you, or worse, discourageyou. But DO NOT STOP. KEEP GOING. Now that you’vediscovered integrated thinking and how to rise in your company,relentlessly keep going — keep acquiring integrated knowledge,and no one at work can stop you.”

“Politicians, bureaucrats, and lawyers also will do their bestto shut down the rising integrated thinker,” our father warned.“They don’t want their hoaxes exposed. Their laws, regulations,and litigation make the integrated thinker’s road full of deadlyland mines.”

“The Great Replacement Program will start to replace ourdestructive political leaders with legitimate first-generation-typemarket-business leaders to clear the road for everyone,” I said.

“Subsequently, prosperity will become available to everyone,”Eric added. …The three of us continued talking late into thenight.

The Golden World (Inside Secret)

I got home late. I entered quietly, careful not to wake mywife and kids. The clock read 12:17 a.m. I sat down at thekitchen table, opened my diary, and wrote my final page aboutthe Self-Leader System:

“In tomorrow’s Golden World, happiness will constantlyreplenish itself; it will fill us up and overflow. We’ll have tolet that happiness and excitement flow out somewhere, and we’lllet it overflow on our spouses and families. When we enter theGolden World, romantic love and family love will rise to newlevels.

“Society’s jack-in-the-box explosion into the Golden Worldwill happen through the Great Replacement Program. But beforesociety rises as a whole, people can rise on an individual basisthrough my seven-step Self-Leader System.

“The Golden World is just right above us. We can just aboutreach up and touch it! Imagine, no more financial stress. But


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we are strapped in wheelchairs by our leaders, and we are sinkingwith the world around us! Yet, we are so close to the GoldenWorld. Integrated knowledge — a new way of thinking — isall we need to unstrap ourselves and rise…even as the worldaround us falls.

“I will tell all my friends, as I did my brother, to simply:Start tomorrow at work. Discover a new concept: integratedpower. Rediscover the joy of learning as you educate yourselfabout the whole business. A world of new knowledge surroundsyou, just sitting there for the taking, just waiting for you toabsorb it. As you begin learning different aspects of the businessand acquiring integrated knowledge, you will feel your powergrow. As your power and importance grows, your promotionsbecome unavoidable. A point in time will come when you feeltotal control over your destiny — a destiny of success. At thatmoment, you will feel a surge of happiness. That surge ofhappiness never goes away! That surge of happiness mayactually last for the rest of your life! …Yes, I will telleveryone.”

I closed my diary. I went upstairs and looked at my childrensleeping. I smiled and just stood there watching their sweetfaces. At that moment, my love for those precious treasuresoverwhelmed me. They’re what really matters, I thought. Filledwith fatherly love, I went to bed. My wife surprised me whenshe slipped under my arm. I smiled, closed my eyes, andindulged in my own happiness.

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THE SELF-LEADER SECRETThe Self-Leader Secret 6 inevitably deliver more and more power, promotions, and pride. Also, I started having fun. I rediscovered that education was fun! I always