Hill Think And Grow Rich-partII - Meetup

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THINK and GROW RICHBY NAPOLEON HILLPART IITeaching, for the first time, the famous Andrew Carnegie formula formoney-making, based upon the THIRTEEN PROVEN STEPS TO RICHES.Organized through 25 years of research, in collaboration with more than500 distinguished men of great wealth, who proved by their ownachievements that this philosophy is practical.This electronic edition published in 2002 at www.absolute1.netThis book is an ebook reproduction of chapters 7-15 of the complete andoriginal 1937 version of Think and Grow Rich by Napoleon Hill, originallypublished by The Ralston Society and now in the public domain. CONTENTSFOREWORDPUBLISHER'S PREFACEAUTHOR'S PREFACECHAPTER 1 - INTRODUCTION CHAPTER 2 - DESIRECHAPTER 3 - FAITHCHAPTER 4 - AUTO-SUGGESTIONCHAPTER 5 - SPECIALIZED KNOWLEDGECHAPTER 6 – IMAGINATIONPART RCHAPTERCHAPTER7 - ORGANIZED PLANNING8 - DECISION9 - PERSISTENCE10 - POWER OF THE MASTER MIND11 - THE MYSTERY OF SEX TRANSMUTATION12 - THE SUBCONSCIOUS MIND13 - THE BRAIN14 - THE SIXTH SENSE15 - HOW TO OUTWIT THE SIX GHOSTS OF FEAR

CHAPTER 7ORGANIZED PLANNINGTHE CRYSTALLIZATION OF DESIRE INTO ACTIONThe Sixth Step toward RichesYou have learned that everything man creates oracquires, begins in the form of DESIRE, that desireis taken on the first lap of its journey, from theabstract to the concrete, into the workshop of theIMAGINATION, where PLANS for its transition arecreated and organized.In Chapter two, you were instructed to take sixdefinite, practical steps, as your first move intranslating the desire for money into its monetaryequivalent. One of these steps is the formation of aDEFINITE, practical plan, or plans, through whichthis transformation may be made. You will now beinstructed how to build plans which will bepractical, viz:—(a) Ally yourself with a group of as many people asyou may need for the creation, and carrying out ofyour plan, or plans for the accumulation of money—making use of the ‘Master Mind’ principle describedin a later chapter. (Compliance with this instructionis absolutely essential. Do not neglect it.)(b) Before forming your ‘Master Mind’ alliance,decide what advantages, and benefits, you may offerthe individual members of your group, in return fortheir cooperation. No one will work indefinitelywithout some form of compensation. No intelligentperson will either request or expect another to workwithout adequate compensation, although this may notalways be in the form of money.(c) Arrange to meet with the members of your‘Master Mind’ group at least twice a week, and moreoften if possible, until you have jointly perfectedthe necessary plan, or plans for the accumulation ofmoney.(d) Maintain PERFECT HARMONY between yourself andevery member of your ‘Master Mind’ group. If you fail

to carry out this instruction to the letter, you mayexpect to meet with failure. The ‘Master Mind’principle cannot obtain where PERFECT HARMONY doesnot prevail.Keep in mind these facts:—First. You are engaged in an undertaking of majorimportance to you. To be sure of success, you musthave plans which are faultless.Second. You must have the advantage of theexperience, education, native ability and imaginationof other minds. This is in harmony with the methodsfollowed by every person who has accumulated a greatfortune.No individual has sufficient experience, education,native ability, and knowledge to insure theaccumulation of a great fortune, without thecooperation of other people. Every plan you adopt, inyour endeavor to accumulate wealth, should be thejoint creation of yourself and every other member ofyour ‘Master Mind’ group. You may originate your ownplans, either in whole or in part, but SEE THAT THOSEPLANS ARE CHECKED, AND APPROVED BY THE MEMBERS OFYOUR ‘MASTER MIND’ ALLIANCE.If the first plan which you adopt does not worksuccessfully, replace it with a new plan, if this newplan fails to work, replace it, in turn with stillanother, and so on, until you find a plan which DOESWORK. Right here is the point at which the majorityof men meet with failure, because of their lack ofPERSISTENCE in creating new plans to take the placeof those which fail.The most intelligent man living cannot succeed inaccumulating money— nor in any other undertaking—without plans which are practical and workable. Justkeep this fact in mind, and remember when your plansfail, that temporary defeat is not permanent failure.It may only mean that your plans have not been sound.Build other plans. Start all over again.Thomas A. Edison ‘failed’ ten thousand times beforehe perfected the incandescent electric light bulb.That is— he met with temporary defeat ten thousandtimes, before his efforts were crowned with success.

Temporary defeat should mean only one thing, thecertain knowledge that there is something wrong withyour plan. Millions of men go through life in miseryand poverty, because they lack a sound plan throughwhich to accumulate a fortune.Henry Ford accumulated a fortune, not because of hissuperior mind, but because he adopted and followed aPLAN which proved to be sound. A thousand men couldbe pointed out, each with a better education thanFord's, yet each of whom lives in poverty, because hedoes not possess the RIGHT plan for the accumulationof money.Your achievement can be no greater than your PLANSare sound. That may seem to be an axiomaticstatement, but it is true. Samuel Insull lost hisfortune of over one hundred million dollars. TheInsull fortune was built on plans which were sound.The business depression forced Mr. Insull to CHANGEHIS PLANS; and the CHANGE brought ‘temporary defeat,’because his new plans were NOT SOUND. Mr. Insull isnow an old man, he may, consequently, accept‘failure’ instead of ‘temporary defeat,’ but if hisexperience turns out to be FAILURE, it will be forthe reason that he lacks the fire of PERSISTENCE torebuild his plans.No man is ever whipped, until he QUITS— in his ownmind.This fact will be repeated many times, because it isso easy to ‘take the count’ at the first sign ofdefeat.James J. Hill met with temporary defeat when he firstendeavored to raise the necessary capital to build arailroad from the East to the West, but he, tooturned defeat into victory through new plans.Henry Ford met with temporary defeat, not only at thebeginning of his automobile career, but after he hadgone far toward the top. He created new plans, andwent marching on to financial victory.We see men who have accumulated great fortunes, butwe often recognize only their triumph, overlookingthe temporary defeats which they had to surmountbefore ‘arriving.’NO FOLLOWER OF THIS PHILOSOPHY CAN REASONABLY EXPECT

TO ACCUMULATE A FORTUNE WITHOUT EXPERIENCING‘TEMPORARY DEFEAT.’When defeat comes, accept it as a signal that yourplans are not sound, rebuild those plans, and setsail once more toward your coveted goal. If you giveup before your goal has been reached, you are a‘quitter.’A QUITTER NEVER WINS—AND— A WINNER NEVER QUITS.Lift this sentence out, write it on a piece of paperin letters an inch high, and place it where you willsee it every night before you go to sleep, and everymorning before you go to work.When you begin to select members for your ‘MasterMind’ group, endeavor to select those who do not takedefeat seriously.Some people foolishly believe that only MONEY canmake money. This is not true! DESIRE, transmuted intoits monetary equivalent, through the principles laiddown here, is the agency through which money is‘made.’ Money, of itself, is nothing but inertmatter. It cannot move, think, or talk, but it can‘hear’ when a man who DESIRES it, calls it to come!PLANNING THE SALE OF SERVICESThe remainder of this chapter has been given over toa description of ways and means of marketing personalservices. The information here conveyed will be ofpractical help to any person having any form ofpersonal services to market, but it will be ofpriceless benefit to those who aspire to leadershipin their chosen occupations.Intelligent planning is essential for success in anyundertaking designed to accumulate riches. Here willbe found detailed instructions to those who mustbegin the accumulation of riches by selling personalservices.It should be encouraging to know that practically allthe great fortunes began in the form of compensationfor personal services, or from the sale of IDEAS.What else, except ideas and personal services, wouldone not possessed of property have to give in returnfor riches?

Broadly speaking, there are two types of people inthe world. One type is known as LEADERS, and theother as FOLLOWERS. Decide at the outset whether youintend to become a leader in your chosen calling, orremain a follower. The difference in compensation isvast. The follower cannot reasonably expect thecompensation to which a leader is entitled, althoughmany followers make the mistake of expecting suchpay.It is no disgrace to be a follower. On the otherhand, it is no credit to remain a follower. Mostgreat leaders began in the capacity of followers.They became great leaders because they wereINTELLIGENT FOLLOWERS. With few exceptions, the manwho cannot follow a leader intelligently, cannotbecome an efficient leader. The man who can follow aleader most efficiently, is usually the man whodevelops into leadership most rapidly. An intelligentfollower has many advantages, among them theOPPORTUNITY TO ACQUIRE KNOWLEDGE FROM HIS LEADER.THE MAJOR ATTRIBUTES OF LEADERSHIPThe following are important factors of leadership:—1. UNWAVERING COURAGE based upon knowledge of self,and of one's occupation. No follower wishes to bedominated by a leader who lacks self-confidence andcourage. No intelligent follower will be dominated bysuch a leader very long.2. SELF-CONTROL. The man who cannot controlhimself, can never control others. Self-control setsa mighty example for one's followers, which the moreintelligent will emulate.3. A KEEN SENSE OF JUSTICE. Without a sense offairness and justice, no leader can command andretain the respect of his followers.4. DEFINITENESS OF DECISION. The man who wavers inhis decisions, shows that he is not sure of himself.He cannot lead others successfully.

5. DEFINITENESS OF PLANS. The successful leadermust plan his work, and work his plan. A leader whomoves by guesswork, without practical, definiteplans, is comparable to a ship without a rudder.Sooner or later he will land on the rocks.6. THE HABIT OF DOING MORE THAN PAID FOR. One ofthe penalties of leadership is the necessity ofwillingness, upon the part of the leader, to do morethan he requires of his followers.7. A PLEASING PERSONALITY. No slovenly, carelessperson can become a successful leader. Leadershipcalls for respect. Followers will not respect aleader who does not grade high on all of the factorsof a Pleasing Personality.8. SYMPATHY AND UNDERSTANDING. The successfulleader must be in sympathy with his followers.Moreover, he must understand them and their problems.9. MASTERY OF DETAIL. Successful leadership callsfor mastery of details of the leader's position.10. WILLINGNESS TO ASSUME FULL RESPONSIBILITY. Thesuccessful leader must be willing to assumeresponsibility for the mistakes and the shortcomingsof his followers. If he tries to shift thisresponsibility, he will not remain the leader. If oneof his followers makes a mistake, and shows himselfincompetent, the leader must consider that it is hewho failed.11. COOPERATION. The successful leader mustunderstand, and apply the principle of cooperativeeffort and be able to induce his followers to do thesame. Leadership calls for POWER, and power calls forCOOPERATION.There are two forms of Leadership. The first, and byfar the most effective, is LEADERSHIP BY CONSENT of,and with the sympathy of the followers. The second isLEADERSHIP BY FORCE, without the consent and sympathyof the followers.History is filled with evidences that Leadership by

Force cannot endure. The downfall and disappearanceof ‘Dictators’ and kings is significant. It meansthat people will not follow forced leadershipindefinitely.The world has just entered a new era of relationshipbetween leaders and followers, which very clearlycalls for new leaders, and a new brand of leadershipin business and industry. Those who belong to the oldschool of leadership-by-force, must acquire anunderstanding of the new brand of leadership(cooperation) or be relegated to the rank and file ofthe followers. There is no other way out for them.The relationship of employer and employee, or ofleader and follower, in the future, will be one ofmutual cooperation, based upon an equitable divisionof the profits of business. In the future, therelationship of employer and employee will be morelike a partnership than it has been in the past.Napoleon, Kaiser Wilhelm of Germany, the Czar ofRussia, and the King of Spain were examples ofleadership by force. Their leadership passed. Withoutmuch difficulty, one might point to the prototypes ofthese ex-leaders, among the business, financial, andlabor leaders of America who have been dethroned orslated to go. Leadership-by-consent of the followersis the only brand which can endure!Men may follow the forced leadership temporarily, butthey will not do so willingly.The new brand of LEADERSHIP will embrace the elevenfactors of leadership, described in this chapter, aswell as some other factors. The man who makes thesethe basis of his leadership, will find abundantopportunity to lead in any walk of life. Thedepression was prolonged, largely, because the worldlacked LEADERSHIP of the new brand. At the end of thedepression, the demand for leaders who are competentto apply the new methods of leadership has greatlyexceeded the supply. Some of the old type of leaderswill reform and adapt themselves to the new brand ofleadership, but generally speaking, the world willhave to look for new timber for its leadership. Thisnecessity may be your OPPORTUNITY!

THE 10 MAJOR CAUSES OF FAILURE IN LEADERSHIPWe come now to the major faults of leaders who fail,because it is just as essential to know WHAT NOT TODO as it is to know what to do.1. INABILITY TO ORGANIZE DETAILS. Efficientleadership calls for ability to organize and tomaster details. No genuine leader is ever ‘too busy’to do anything which may be required of him in hiscapacity as leader. When a man, whether he is aleader or follower, admits that he is ‘too busy’ tochange his plans, or to give attention to anyemergency, he admits his inefficiency. The successfulleader must be the master of all details connectedwith his position. That means, of course, that hemust acquire the habit of relegating details tocapable lieutenants.2. UNWILLINGNESS TO RENDER HUMBLE SERVICE. Trulygreat leaders are willing, when occasion demands, toperform any sort of labor which they would askanother to perform. ‘The greatest among ye shall bethe servant of all’ is a truth which all able leadersobserve and respect.3. EXPECTATION OF PAY FOR WHAT THEY ‘KNOW’ INSTEADOF WHAT THEY DO WITH THAT WHICH THEY KNOW. The worlddoes not pay men for that which they ‘know.’ It paysthem for what they DO, or induce others to do.4. FEAR OF COMPETITION FROM FOLLOWERS. The leaderwho fears that one of his followers may take hisposition is practically sure to realize that fearsooner or later. The able leader trains understudiesto whom he may delegate, at will, any of the detailsof his position. Only in this way may a leadermultiply himself and prepare himself to be at manyplaces, and give attention to many things at onetime. It is an eternal truth that men receive morepay for their ABILITY TO GET OTHERS TO PERFORM, thanthey could possibly earn by their own efforts. Anefficient leader may, through his knowledge of hisjob and the magnetism of his personality, greatly

increase the efficiency of others, and induce them torender more service and better service than theycould render without his aid.5. LACK OF IMAGINATION. Without imagination, theleader is incapable of meeting emergencies, and ofcreating plans by which to guide his followersefficiently.6. SELFISHNESS. The leader who claims all the honorfor the work of his followers, is sure to be met byresentment. The really great leader CLAIMS NONE OFTHE HONORS. He is contented to see the honors, whenthere are any, go to his followers, because he knowsthat most men will work harder for commendation andrecognition than they will for money alone.7. INTEMPERANCE. Followers do not respect anintemperate leader. Moreover, intemperance in any ofits various forms, destroys the endurance and thevitality of all who indulge in it.8. DISLOYALTY. Perhaps this should have come at thehead of the list. The leader who is not loyal to histrust, and to his associates, those above him, andthose below him, cannot long maintain his leadership.Disloyalty marks one as being less than the dust ofthe earth, and brings down on one's head the contempthe deserves. Lack of loyalty is one of the majorcauses of failure in every walk of life.9. EMPHASIS OF THE ‘AUTHORITY’ OF LEADERSHIP. Theefficient leader leads by encouraging, and not bytrying to instil fear in the hearts of his followers.The leader who tries to impress his followers withhis ‘authority’ comes within the category ofleadership through FORCE. If a leader is a REALLEADER, he will have no need to advertise that factexcept by his conduct— his sympathy, understanding,fairness, and a demonstration that he knows his job.10. EMPHASIS OF TITLE. The competent leaderrequires no ‘title’ to give him the respect of hisfollowers. The man who makes too much over his title

generally has little else to emphasize. The doors tothe office of the real leader are open to all whowish to enter, and his working quarters are free fromformality or ostentation.These are among the more common of the causes offailure in leadership. Any one of these faults issufficient to induce failure. Study the listcarefully if you aspire to leadership, and make surethat you are free of these faults.SOME FERTILE FIELDS IN WHICH ‘NEW LEADERSHIP’ WILL BEREQUIREDBefore leaving this chapter, your attention is calledto a few of the fertile fields in which there hasbeen a decline of leadership, and in which the newtype of leader may find an abundance of OPPORTUNITY.First. In the field of politics there is a mostinsistent demand for new leaders; a demand whichindicates nothing less than an emergency. Themajority of politicians have, seemingly, become highgrade, legalized racketeers. They have increasedtaxes and debauched the machinery of industry andbusiness until the people can no longer stand theburden.Second. The banking business is undergoing areform. The leaders in this field have almostentirely lost the confidence of the public. Alreadythe bankers have sensed the need of reform, and theyhave begun it.Third. Industry calls for new leaders. The old typeof leaders thought and moved in terms of dividendsinstead of thinking and moving in terms of humanequations! The future leader in industry, to endure,must regard himself as a quasi-public official whoseduty it is to manage his trust in such a way that itwill work hardship on no individual, or group ofindividuals. Exploitation of working men is a thingof the past. Let the man who aspires to leadership inthe field of business, industry, and labor rememberthis.

Fourth. The religious leader of the future will beforced to give more attention to the temporal needsof his followers, in the solution of their economicand personal problems of the present, and lessattention to the dead past, and the yet unbornfuture.Fifth. In the professions of law, medicine, andeducation, a new brand of leadership, and to someextent, new leaders will become a necessity. This isespecially true in the field of education. The leaderin that field must, in the future, find ways andmeans of teaching people HOW TO APPLY the knowledgethey receive in school. He must deal more withPRACTICE and less with THEORY.Sixth. New leaders will be required in the field ofJournalism. Newspapers of the future, to be conductedsuccessfully, must be divorced from ‘specialprivilege’ and relieved from the subsidy ofadvertising. They must cease to be organs ofpropaganda for the interests which patronize theiradvertising columns. The type of newspaper whichpublishes scandal and lewd pictures will eventuallygo the way of all forces which debauch the humanmind.These are but a few of the fields in whichopportunities for new leaders and a new brand ofleadership are now available. The world is undergoinga rapid change. This means that the media throughwhich the changes in human habits are promoted, mustbe adapted to the changes. The media here described,are the ones which, more than any others, determinethe trend of civilization.WHEN AND HOW TO APPLY FOR A POSITIONThe information described here is the net result ofmany years of experience during which thousands ofmen and women were helped to market their serviceseffectively. It can, therefore, be relied upon assound and practical.

MEDIA THROUGH WHICH SERVICES MAY BE MARKETEDExperience has proved that the following media offerthe most direct and effective methods of bringing thebuyer and seller of personal services together.1. EMPLOYMENT BUREAUS. Care must be taken to selectonly reputable bureaus, the management of which canshow adequate records of achievement of satisfactoryresults. There are comparatively few such bureaus.2. ADVERTISING in newspapers, trade journals,magazines, and radio. Classified advertising mayusually be relied upon to produce satisfactoryresults in the case of those who apply for clericalor ordinary salaried positions. Display advertisingis more desirable in the case of those who seekexecutive connections, the copy to appear in thesection of the paper which is most apt to come to theattention of the class of employer being sought. Thecopy should be prepared by an expert, who understandshow to inject sufficient selling qualities to producereplies.3. PERSONAL LETTERS OF APPLICATION, directed toparticular firms or individuals most apt to need suchservices as are being offered. Letters should beneatly typed, ALWAYS, and signed by hand. With theletter, should be sent a complete ‘brief’ or outlineof the applicant's qualifications. Both the letter ofapplication and the brief of experience orqualifications should be prepared by an expert. (Seeinstructions as to information to be supplied).4. APPLICATION THROUGH PERSONAL ACQUAINTANCES. Whenpossible, the applicant should endeavor to approachprospective employers through some mutualacquaintance. This method of approach is particularlyadvantageous in the case of those who seek executiveconnections and do not wish to appear to be‘peddling’ themselves.5. APPLICATION IN PERSON. In some instances, it maybe more effective if the applicant offers personally,

his services to prospective employers, in which eventa complete written statement of qualifications forthe position should be presented, for the reason thatprospective employers often wish to discuss withassociates, one's record.INFORMATION TO BE SUPPLIED IN A WRITTEN ‘BRIEF’This brief should be prepared as carefully as alawyer would prepare the brief of a case to be triedm court. Unless the applicant is experienced in thepreparation of such briefs, an expert should beconsulted, and his services enlisted for thispurpose. Successful merchants employ men and womenwho understand the art and the psychology ofadvertising to present the merits of theirmerchandise. One who has personal services for saleshould do the same. The following information shouldappear in the brief:1. Education. State briefly, but definitely, whatschooling you have had, and in what subjects youspecialized in school, giving the reasons for thatspecialization.2. Experience. If you have had experience inconnection with positions similar to the one youseek, describe it fully, state names and addresses offormer employers. Be sure to bring out clearly anyspecial experience you may have had which would equipyou to fill the position you seek.3. References. Practically every business firmdesires to know all about the previous records,antecedents, etc., of prospective employees who seekpositions of responsibility. Attach to your briefphotostatic copies of letters from:a. Former employersb. Teachers under whom you studiedc. Prominent people whose judgement may be reliedupon.

4. Photograph of self. Attach to your brief arecent, unmounted photograph of yourself.5. Apply for a specific position. Avoid applicationfor a position without describing EXACTLY whatparticular position you seek. Never apply for ‘just aposition.’ That indicates you lack specializedqualifications.6. State your qualifications for the particularposition for which you apply. Give full details as tothe reason you believe you are qualified for theparticular position you seek. This is THEAPPLICATION. It will determine, more than anythingelse, what consideration you receive.7. Offer to go to work on probation. In themajority of instances if you are determined to havethe position for which you apply, it will be mosteffective if you offer to work for a week, or amonth, or for a sufficient length of time to enableyour prospective employer to judge your value WITHOUTPAY. This may appear to be a radical suggestion, butexperience has proved that it seldom fails to win atleast a trial. If you are SURE OF YOURQUALIFICATIONS, a trial is all you need.Incidentally, such an offer indicates that you haveconfidence in your ability to fill the position youseek. It is most convincing. If your offer isaccepted, and you make good, more than likely youwill be paid for your ‘probation’ period. Make clearthe fact that your offer is based upon:a. Your confidence in your ability to fill theposition.b. Your confidence in your prospective employer'sdecision to employ you after trial.c. Your DETERMINATION to have the position youseek.8. Knowledge of your prospective employer'sbusiness. Before applying for a position, do

sufficient research in connection with the businessto familiarize yourself thoroughly with thatbusiness, and indicate in your brief the knowledgeyou have acquired in this field. This will beimpressive, as it will indicate that you haveimagination, and a real interest in the position youseek.Remember that it is not the lawyer who knows the mostlaw, but the one who best prepares his case, whowins. If your ‘case’ is properly prepared andpresented, your victory will have been more than halfwon at the outset.Do not be afraid of making your brief too long.Employers are just as much interested in purchasingthe services of well-qualified applicants as you arein securing employment. In fact, the success of mostsuccessful employers is due, in the main, to theirability to select well-qualified lieutenants. Theywant all the information available.Remember another thing; neatness in the preparationof your brief will indicate that you are apainstaking person. I have helped to prepare briefsfor clients which were so striking and out of theordinary that they resulted in the employment of theapplicant without a personal interview.When your brief has been completed, have it neatlybound by an experienced binder, and lettered by anartist, or printer similar to the following:BRIEF OF THE QUALIFICATIONS OFRobert K. SmithAPPLYING FOR THE POSITION OFPrivate Secretary to The President ofTHE BLANK COMPANY, Inc.Change names each time brief is shown.This personal touch is sure to command attention.Have your brief neatly typed or mimeographed on thefinest paper you can obtain, and bound with a heavypaper of the book-cover variety, the binder to bechanged, and the proper firm name to be inserted ifit is to be shown to more than one company. Yourphotograph should be pasted on one of the pages ofyour brief. Follow these instructions to the letter,

improving upon them wherever your imaginationsuggests.Successful salesmen groom themselves with care. Theyunderstand that first impressions are lasting. Yourbrief is your salesman. Give it a good suit ofclothes, so it will stand out in bold contrast toanything your prospective employer ever saw, in theway of an application for a position. If the positionyou seek is worth having, it is worth going afterwith care. Moreover, if you sell yourself to anemployer in a manner that impresses him with yourindividuality, you probably will receive more moneyfor your services from the very start, than you wouldif you applied for employment in the usualconventional way.If you seek employment through an advertising agency,or an employment agency, have the agent use copies ofyour brief in marketing your services. This will helpto gain preference for you, both with the agent, andthe prospective employers.HOW TO GET THE EXACT POSITION YOU DESIREEveryone enjoys doing the kind of work for which heis best suited. An artist loves to work with paints,a craftsman with his hands, a writer loves to write.Those with less definite talents have theirpreferences for certain fields of business andindustry. If America does anything well, it offers afull range of occupations, tilling the soil,manufacturing, marketing, and the professions.First. Decide EXACTLY what kind of a job you want. Ifthe job doesn't already exist, perhaps you can createit.Second. Choose the company, or individual for whomyou wish to work.Third. Study your prospective employer, as topolicies, personnel, and chances of advancement.Fourth. By analysis of yourself, your talents andcapabilities, figure WHAT YOU CAN OFFER, and planways and means of giving advantages, services,developments, ideas that you believe you cansuccessfully deliver.Fifth. Forget about ‘a job.’ Forget whether or not

there is an opening. Forget the usual routine of‘have you got a job for me?’ Concentrate on what youcan give.Sixth. Once you have your plan in mind, arrange withan experienced writer to put it on paper in neatform, an

THINK and GROW RICH BY NAPOLEON HILL PART II Teaching, for the first time, the famous Andrew Carnegie formula for mone

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