Johnson’ s Drugstore did not use the
excuse that they weren’ t ready for such a crowd and have only one
employee so everyone had to wait. Johnson’ s Drugstore knew that after the
movie there was a mob. So on Saturday nights, they had extra help. When we got there, there were four or five clerks all waiting for us with
their ice-creams scoops ready . All the tables were set with napkins and
spoons. They didn’ t tell us they were out of coffee. Instead, they made a big
pot that was freshly brewed so that when we walked into the restaurant it
smelled good. The owner himself was there to greet us and establish
personal relationships. That simple, commonsense, plain human decency and thoughtfulness
made it as successful as it was. We could hardly wait all week to go to
Johnson’ s Drugs tore on Saturday night. Because we knew we were going
there, we saved up a list of all the items we wanted to buy and bought them
all at Johnson’ s Drugstore; as a result, they did a huge amount of business. The owner never spent any money advertising Johnson’ s Drug Store,
other than a simple ad at the movies to tell us where he was and whatservices he offered. But the minute we entered his establishment, we
became a customer forever . People are starved for recognition and
acknowledgment and to be treated with common human decency . The
dehumanization of human enterprise has taken a deadly toll. Customers who have demonstrated responsibility , especially over the
long term, should get special consideration. They should be informed, in
fact, that they get special consi deration. There should be some reward for
having paid their bills promptly  for 38½ years! The impersonal ity of utility
companies demonstrates this principle. It doesn’ t make any difference if
we’ve been a customer of the phone company for 90 days or 50 years. Once
the bill is 60 days overdue, we get an automatic computer printout that tells
us we’re going to be disconnected. Isn’ t that ridiculous on the face of it? Certainly any customers who have paid their bills promptly for ten years
rate that special Category A. After 20 years they ought to get special
Category B. And after 30 years they should receive special Category C. In
other words, the computer identifies that these customers are in special
categories. It then goes to a personal representative who makes  an inquiry . Ah, you just had a heart attac k or got divorced, and the big check you
deposited to cover this month’ s bill bounced? The customer representative
gives them special preference and works something out for them so they
can continue to be pleased, happy , and satisfied customers. When we think of it, right on the surface it’s obvious the customers have
earned and deserved consideration. It’s not something that we’re giving
them that is not due them. This brings us to the next import ant subject,
which needs a chapter of its own. OceanofPDF .comTHE TOP
Getting to the top and staying there is automatic once a few things have
been realized. As I’ve mentioned several times, success is effortless. It
happens exactly like a cork rising in water , and for the same reason. As we
watch so many people exhaust ing themselves trying to achieve success,
they are like someone flailing around in the water who doesn’ t know that
the way to the top is to float. What floats is “up there.” It is the fact that
certain principle s now have become automatic in our daily functioning, and
these principles are what guarantee our success. It is not what we do, but
the principles from which what we do originates. One result of this is the critical recognition of the difference  between
what is importan t and what is not important, and between who is important
and who is not important. By the word important  here, we mean in the
sense that it makes things work rather than in the moral, social, or status
implication of the word. It is important because it’s critical. What makes for
success is that a certain principle is constantly operating for us 24 hours a
day, even when we’re not consciously expressing it. To fully understand that statement, we have to understand a little bit
about the science of advanced theoretical research and physics called “non-
linear dynamics.” Non-linear dynamics is, on one level, an attempt by the
left brain to understand the right brain. The left brain works logically and
sequentially: It works with symbols, numbers, language, and concepts;
therefore, it works with that which is defined, labeled, and thereby limited. The right brain is, in a general way, best described as working with wholes,abstractions, generalities, and with that which is inclusive rather than
exclusive. Consequently , the left brain is best compared to a digital computer and
the right brain to an analog computer . The analog computer tells us how
things are like each other , while the digital computer tells us how they’re
different. One cannot really work without the other . We cann ot logically
compare one thing to another until we first account for the things that we’re
evaluating within a class where comparisons make sense. The science of non-linear dynamics is called “chaos theory .” Chaos
theory , in one sentence, could be described as trying to make sense out of
that which does not appear to have any logic to it, and trying to discover the
hidden order within that which looks disorderly . What is the inner order of
that which looks  confused? Until recently , there was thought to be no inner
controlling patte rn to daily weat her changes. Non-linear -dynamic computer
analyses have revealed through  graphics that, on the contrary , there is an
inner organizing  principle. When these principles of what seem  to be chaos
and confusion are studied by advanced computer analyses, what results
from the analyses are graphic designs—the pattern is called an “attractor .”
For our purposes, an attractor could be defined as the hidden, inner pattern
and that which seems to have no sense or pattern or appears to be chaotic. Once we understand the universe, we realize that nothing is accidental. Absolutely everything is related  to absolutely everything else. If we don’t
think so, it is because we are not coming from a big enough perspective to
see what that relationship is. We might look at a cloud of dust in the barn,
for instance, and think that it’s just a chaotic pattern. Non-line ar-dynamic
analysis of the pattern of the dust particles will reveal that there is a
complete and total inner organization based on air currents, wind,
temperature, molecular particles, atomic elements, attractions, and
repulsions. The delineation of the inner , overall organizing pattern has to
deal with picturing it by means of a computer , in the visible world of
graphic design, often consisting of many curves and lines, whic h cannot be
described in left-brain, linear , logical, sequential language. A well-studied example of this phenomenon has been demonstrated with
such a simple thing as a drop of water . According to mathematical analysis,
the formation of the drop of water is predictable. It is based on the aperture,
the surface tension of the water , temperature, and other variables; however ,
the exact moment in the sequence of moments when a specific drop formsand falls from a dropper cannot be mathematically predicted. Although the
conditions remain the same, the drops form themselves at an unpredictable
rate. Despite mathematical analyses that have all the known factors, one
cannot say with absolute certainty when the next drop will form. For
instance, even if the last thousand drops have occurred every one-tenth of a
second, and though all conditions remain the same, there is absolutely no
guarantee that the next drop will occur in the next tenth of a second. In fact,
it will surprise us and suddenly occur in a hundredth of a second. There is
absolutely no plausible reason for this to happen, yet it happens constantly . This is pretty much the way life is, isn’ t it? The unforeseen, the unpredictab le, and the unexpected just happen, don’t
they? This is why the wily old fox who has been a survivor in this world
never gives up the hunt. That unpredictable drop is the opening for the
universe to come in with what people with another orientation  toward life
would call a miracle. The unforeseen, serendipity , good fortune , good luck
—those are all names that people have created to explain this phenomenon. Primitive people  attempted to finesse this out of the universe by rituals and
sacrifices to the gods for intervention. This is the opening where the
impossible becomes possible. This is precisely where things that the left
brain is unfamil iar with become not only powerfully operative, but frankly
determine the total outcome. The reason why an itsy-bitsy little factor , which may seem like only one
ten-thousandth of all of the other operating factors, is the very one that
makes the difference is that this tiny fraction is focused on a critical balance
point. If we look at a compute r-graphic pattern of an attractor , we could
compare it to the eddy currents in a stream as it enters into a pool. It’s
obvious when we throw some talcum powder on the surface of a stream
where it enters the pool that we will see a swirling pattern. It’s also obvious
that if we place one reed in the pond where the water current is entering, the
pattern of the talcum powder will be changed merely by the presence of that
reed. The reed as we see it is not “doing anything.” In fact, the only thing it
is doing is just “being there.” Advanced research has demonstrated that
within all happenings within the universe there is a discernible  pattern and
organizing principle. In fact, if it were not for the organizing principle, no
universe would even be possible. The last thing we need to know is that there can be more than one
attractor affecting the field. There may be an attractor withi n the otherattractors whose  power is controlling the very pattern of the other attractors,
who themselves are controlling all the factors operating within the visible
world. In other words, our attractors are organizing principles,  and these
have different levels of power . We now have one of the secrets of the
success of powerful people: Their entire lives are automatically and
effortlessly organized by the complete and total alignment and commitment
to very high and powerful principles. We now have the understanding of
how it is that Mahatma Gand hi defeated the British Empire. It’s very
simple. Mahatma Gandh i was totally activated and organized in everything he
thought, did, felt, and expressed, by the universal principle of infinite
power . Comparatively , the British Empire was coming from  a limited
principle of what was good only for the advantage of their own political
aims; therefore, their attractor was overpowered by the attractor that was
activating Mahatma Gandhi. What we saw in the world historically was
merely the outer expression of the less powerful attractor having to conform
to the inner power of a more powerful attractor . We can now understand why there’ s so much power in a principle such as
love. We know from our own human experiences that out of love we would
do things and take risks that would be ridiculous from a logica l viewpoint. We know, for instance, that one forgiving gesture can end a war of 30 years. Neither all the military power nor all the millions of dollars could
accomplish that. We know this in the matter of personal vendettas. We hate someone for a
lifetime for something that we always held was very vicious and unfair of
them to do. Then one day while  we’re out gardening, it suddenly strikes us
how sad it was for that person to be so limited at the time. They had to
come out of such fear to be that way. Suddenly , the compassion of
understanding opens up a powerful attractor . We discover that the attractor
that motivates the heart is a far more powerful attractor than the one that
motivates the left-brain intellect. In one split second the unresolvable is instantly resolved. The
unpardonable is not only pardoned, but it is seen that there was nothing to
pardon in the first place, except that the person was guilty of humanness. Once we own our own humanness, it is simple to forgive other people
theirs. The more we do this, the more effortless it becomes, because we
have not created so many obstacles to overcome.The purpose in what appeared to be diversion now becomes quite clear:
to demystify that which sounds  mysterious, to make comprehensible that
which would otherwise seem perhaps abstract and incomprehensible. What
we’re talking about is absolute  reality . We are talking about pragmatism
with a capital P. We’re talking about the automatic pragmatism and
practicality of the super successful people who automatically gravitate to
the top by virtue of the fact that they are pulled there by the attractor , which
dominates their consciousness. We might say that consciousne ss is a field of energy that activates our
minds, which basically has no pattern, and our free will. Our freedom of
choice is to decide what patterns  will organize what would other wise appear
like a swirling, useless cloud of dust or millions of thoughts just running
through at random. We see that these thoughts, although we believed that
they were random, are being organized by definite principles. Certain
attractors are operative here. As we become aware, we start getting curious. What is the attractor pattern that’s moving all these crazy thoughts through
our minds? Or what is the attractor pattern that accounts for the success of
someone we admire? We see that the mechanism of creativity and creation itself comes out of
an infin ite potential of infinite energy. It is formless, yet infinite and
unlimited in its potentiality . There arises a series of attractors in a pattern of
descending order of power . These patterns control everything  that happens
within their field of influence—nothing escapes them. This understanding can be compared to gravity . It is obvious that the
gravity of one heavy object hanging next to another heavy object, both of
them suspended by threads that can be measured in a high school physics
class, is only happening within the gravitational field of the earth. The same
experiment on Mars or the moon would give different results; therefore, the
lesser gravitatio nal field is being dominated by the more powerful field of
the earth itself. The gravitation al field of the earth is obviously a reflection of the
gravitational relationship between the earth and the sun. Then  again, the
gravitational fields of the earth  and the sun are dependent on the overall
gravitational field of the entire planetary system. The gravitational field of
the planetary system is itself totally dependent on the gravitational fields of
the universe. We’re told that this is only one of many universe s—there are
actually an infinite number of them. Our universe is merely reflecting agreater gravitatio nal field, which dominates an infinite number of universes
with sequentially more powerful gravitational patterns. Obviously the one attractor patte rn that dominates all of us is the attractor
pattern of life itself. Just as nothing in our universe can escape the influence
of gravi ty, the principles upon which we operate either coincide with the
attractor pattern  of life itself or they do not. Power comes from aligning
with those dominant attractor patterns that are aligned with that which
supports life. This discussion, which would seem abstract without the context in which
we are presenting it now, gives us some very practical yardsticks by which
to measure what is going on in our lives. Life then becomes the experience
of the interaction of these attrac tor patterns. They express themselves in the
sensory and emotional world of our experiences. Let’s now look at a few attracto r patterns using this frame of reference to
increase our capacity to compre hend how real and pragmatic our discussion
is, which we have heretofore thought was “philosophical.” Let us take a
very simple and what seems an ordinary concept or principle: friendliness. What is the life like of a person who holds being friendly and considerate
of other s and how they feel as some of the most important principles of
life? From the critical viewpoint, we might say that the downside is that the
person is perhap s overly agreeable, or what to our minds in the Western
world is not assertive enough. But what is this person’ s inner experience of
life? In what kind of a world do they live? If we observe such a person,
we’ll find that their life is successful and ef fortless. If we are friendly , people will be helpful to us and will smooth  our way. If we are friendly we will have lots of friends. By having lots of friends we
will have automatic connection s to the right people. Out of friendliness,
people will warmly see to it that these good things are provided in our
worlds. It is true that sometim es we take advantage of friendly people. Nevertheless, they create a warm place in our hearts. We build up a feeling
of obligation toward them, which sooner or later will find expression in
some positive way .This reminds me of that remarkable plaque that appeared in Bashas’
supermarket, where there was an annual award for the friendlies t employee. Imagine, in a world that people picture as dog-eat-dog and cutthroat, one of
the most successful ventures that I knew held the friendliest employee as a
high organizing principle. Isn’t that amazing? Here was a story in which
their orientation  was for their customers to become their friends. Did
Bashas’  have to worry about customer loyalty? Hardly . Although someone
may shop at another grocery store, they will gravitate back to the one in
which they feel most at home. Where do we feel most at home? Where do we like to be? The places
where we like to deal with others are where we feel at home. Home is what
is frien dly. The reason we keep going back to the same business
establishment is because we feel at home there due to familiarity . Familiarity is accomplished rapidly in an atmosphere of friendliness. The
purpose of having a greeter at the door, then, is that it makes some
businesses very successful. Success is really being the reed in the water . By observing the patterns of
the interaction of life itself, all we have to do is station ourselves and
position ourselv es with a certain  principle, and the eddies and currents form
around us. The currents, the eddies, and the forces automatically and
effortlessly circle around us. We don’t have to do anything. Does it make
any sense to be tired and exhausted at the end of the workday? How
nonsensical. Is the reed exhausted at the end of the day from modifying the
currents of the stream? On the contrary , the reed is nourished by the
elements of the stream; thus, one way of knowing when we’re successful is
that as the day goes by, our energy increases. We almost have to force
ourselves to quit at the end of the day because we’re so interested in what
we’re doing. “Time has gone by so quickly ,” we say, “it can’t be five
o’clock already . Where has the day gone?” A person with a busy and
successful life hardly notices the pages of the calendar changing. The years
drop away effortlessly . A successful person doesn’ t know what boredom
even is. If we’re applying these principles in business, we are in somewhat of a
position to understand who and what is important to pay attenti on to in our
daily business lives. Most proprietors, entrepreneurs, and executives cannot
tell the importan t from the unim portant. They especially cannot discern the
important person from the unimportant person except by reputation. Herethey are usually fooled because the unsophisticated person confuses
celebrity status or demandingness with importance. What often  happens is
the unimportant  people are considered to be important because of their
celebrity status, or because of their demandingness, or because of the flash
of the external marks of succe ss through conventional worldly symbols
such as stretch limousines, diamonds, designer clothes, status, addresses, or
titles. For those who’ve never met a really successful person, it’s time to
describe one. Unless we have been as successful ourselves, it’s unlikely that
we have  run across or recogniz ed them. They’ve been in and out of our
lives. It’ s just that we didn’ t recognize who they were. From understanding the principles I’ve outlined so far in this chapter , it’s
obvious that super successful people can be described as, first of all,
relaxed. They perform effortlessly and unostentatiously . They are
undemanding, unassuming, and usually quiet. Don’ t be fooled, because they
may not dress the part at all and may be driving a little beat-up car. Typically they look like nobody at all. If we’re intuitive, we get that they’re
coming from an inner state of absolute certainty , of total self-confidence
and easygoingness that only comes from that level of certainty , which itself
only comes from understanding  some of the principles we’ve  outlined in
this book. The very top successful people of the world—of which there are
not all that many, frankly—are  completely aware and conscious of what
principle is operative, thus they know what results will happen in the world. So why worry about it? These are very creative people. They know from just observing  the laws
of the universe, without necessa rily describing them as such, that once one
starts a snowball down the hill it will automatically gather mom entum and
become a larger snowball. So what is the problem? Success, as I’ve said, is
instantaneous. That flash of knowingness at the moment of the creation of a
new attractor pattern tells us automatically what the consequenc es are going
to be in the world. People of great success have this capacity for discerning
the critical point that needs to be influenced by the pattern. For insta nce, a company came to me that was falling down on its knees. From the origin al phone call I already knew exactly what was wrong with
the company and what to do about it. The name was all wrong. There’ s no
way they could be successful in the world with a name like that. It was
wrong on every single level. The unconscious associations it would bringup in people who even heard the name were unpleasant. Know ing nothing
about the comp any, I predicted that they were all working their heads off
and getting nowhere; the customers probably avoided them like the plague. Upon investigation, this turned out to be true, even though the product
itself was a quality product, was needed, and should have been selling right
and left. The only thing needed here was a change of name. I could’ve told
them that over the phone in eight seconds. Would they have believed it? No. If they were aware that such things were possible they wouldn’ t have been
calling me in the first place. So I had to go through a fancy routine with
them as though I was running it through my left brain and analyzing it in a
way that I knew would be acceptable to their consciousness. I think I came
out with a weighty final decision of a change of name. In this case, the whole situation  was actually humorous. The people still,
I could see, had some doubt. So to convince them I said that I had run it
through an advanced mathematical formula in my computer . At that point
they became agreeable. (I didn’ t tell them that the computer in this case was
my right brain.) They were now convinced that my advice was coming from
what to their left brains was an acceptable logic pattern. Conseq uently , they
instituted the change. I didn’ t even have to bother checking back on what
the consequences would be. It was quite obvious. There is a particular attractor energy pattern in certain symbols, syllables,
and alphabetical configurations—the associations they would bring up in
the unconscious  would make success automatic. As a matter of fact, I’ve
invented over the years a number of names that bring automatic success. It’s
up to anyone to decide what products they want to attach to them, because
these names could sell anything, from bran flakes to mothballs  to golf-ball
cleaners. The secret of success is to be a cork, be a reed, or be a top that spins from
its own momentum. As we see, the attractor pattern creates momentum. It is
the momentum that carried us effortlessly through a daily routine that
boggles the mind of the average  person. We’ll have more done by noon that
everyone else will have done by dinnertime or by working late into the
evening. We could light up the city by running around every building and
throwing the switch, or running around every block and throwing the switch
for the block, or running aroun d every substation and throwing the switch
for all the substations. That’ s just how some people live. Or we can throwthe main switch for the city, and everything lights up at once. It takes no
more energy to do this; in fact, it takes about one one-hundredth of the
energy to light up the city at once than it does to light it up piecemeal. It is
effortless and delightful—imagine the fun of putting a hand on a switch and
watching the whole city light up at once. That’ s what our work is supposed
to be like. We’re not supposed to be running around all night throwing
switches for every city block. Make a decision to stop doing that. We’re ready to go back and understand what the super successful, truly
important people  are like and why they look that way. As I said before, once
we have the formula for gold we don’t have to carry a sack of it around on
our shoulders anymore. We have the automatic key to success. It’s often
nothing more than a whim, whether or not we’re going to express it in a
given area. There’ s no need to prove anything. Consequently , we don’t have
to cover ourselves with diamonds. We don’t have to have a Rolex watch. We don’t have to have this year’s Cadillac. We don’t have to have designer
clothes. We don’ t have to have $2,000 suits. This doesn’ t mean that we couldn’ t have them because we enjoy them,
but it is a totall y different space to come from. We might wear the same
diamonds just because we think  they’re beautiful and they belonged to our
grandmothers. Or they were gifts from our friends. Maybe they struck our
aesthetic fancies. The difference is that if a truly successful person loses any
symbols of success, they are usually relatively indifferent about it. The
feeling of loss is often for the sentimental value or the fact that it is
aesthetically irreplaceable. The one thing that the truly successful person knows is: Wher e that came
from, there’s a lot more. The truly successful person knows that where it
came from is unlimited and endless. Because of that, the person may appear
somewhat naïve. The customary paranoia that exists in our world about
guarding and protecting one’s possessions and possessiveness does not
seem to domina te them. So they may seem relatively careless. They appear
unimpressive because they have no need to impress anyone. Sometimes
they have the absentminded-professor look.If I saw anyone  coming into my business who had what I called the
“Albert Einstein look,” I would instantly give them attention. Those people
who come in with a sense of demandingness, self-importance, an imperious
haughty or aloof stance are most likely going to be problematic. Yet they
are the ones whom most proprietors would consider to be important. Often
such people fall into the 5 perce nt that I consider necessary to throw away
in every  busine ss. The 5 perce nt that cause 95 percent of problems very
often look like that. I had the opportunity to grow up around a number of super successful
people. I observed that the wom en frequently looked almost dowdy . They
usually bought well-tailored clothes and then wore them forever . Very often
they drove to church in an old car. This was characteristic of some of the
richest people in the world whom I’ve known on a personal basis. They
were inconspicu ous, relatively  undemanding, drove ordinary cars, and
saved the symbols of success for display only where they were  appropriate
and demanded by the occasion itself. For insta nce, at a state visit, the stretch limo is required by the occasion. It is not required by the person, but by the occasion itself; thus,  it would be
inappropriate to drive a ten-year -old economy car that was driven all week
to a state occasion. The difference is that such symbols are not needed and
are merely held as entertainment, pleasantries, niceties, or conveniences. There’ s no necessity to be preten tious. Just as a man who is sure and certain
of his virility doesn’ t feel he has to make a pass at every woman. Self-confidence comes from the absolute knowingness that what we are
aligned with is a powerful attractor pattern; therefore, we don’t have to
worry about the consequences. Appearances are held in the context of what
is necessary to be appropriate, workable, and kindly toward others. Many of the richest people in the world I have known felt that it was
unseemly to be ostentatious in the display of wealth, becaus e it created
envy , discomfor t, hostility , and jealousy in others. Expensive things are
esteemed because of their intrinsic value, not because of their value as
status symbols. People who are truly successful are aware of what status
symbols mean to others, but they are not run by those symbols and
frequently , are quite naïve in the matter . The “in” and the “out” lists in
society publications are a joke to them. They’ve always been “in” and
they’re always going to be “in.”Honestly , the only reason not to wear old loafers at a certain  party is
because other people would be offended and feel that we are not honoring
them by having on a more expe nsive pair of shoes. On the other hand, we
might have expensive shoes we wear all the time, including gardening,
because we love the suppleness and softness of the leather and the beauty of
the craftsmanship. If we look at some of the curren t handbags, for instance, we’ll notice that
some are as unattractive as can be. The only reason people buy them is that
they have the name of a famous designer on them and everyone will
recognize that they paid a lot of money for it. Intrinsically the bag is
dreadful indeed,  just as short skirt lengths are not becoming on all women. One could walk around with a smudge on one’s face all day if one wants;
however , that would be setting up sort of a problem for oneself, wouldn’ t it? Life is difficult enough withou t putting our worst foot forward, and the
world doesn’ t need us to advertise the downside. If one is tone-deaf, it’s
probably not too wise to sing loudly at church, but hum quietly under one’s
breath. Not out of guilt, shame, or embarrassment, but out of sheer respect
for the beauty of the space and the occasion. The main argument against
inappropriateness is that it is unloving, uncaring, inconsiderate,
unbeauteous, and ungraceful. The last characteristic of the truly successful, very top person is an
overall grace. Even their artlessness, naïveté, or clumsiness is done within
an overall context of grace. It’s almost as though unconsciously they know
when it is most graceful to be awkward. That sheer awkwardness is what
sets other people at ease. How often will we think back in our lives to a time where we have
suddenly pretended we had forgotten something, or were flustered or
something and the sole purpose was to put the other person at ease? That
was a good space from which to come. That consideration for others brings
with it automatic grace. To have  it is to be a cork. To not have it is to be a
sinker . OceanofPDF .comEASY WINNER
Success is neither something that we have nor something that we do. It is
the automatic consequence of what we are. Accordingly , the place to look
for it is within and not outside  ourselves in the world. If it is ABC that
results in A→ B→ C, then we see why success can be elusive, because
everyone is looking externally outside themselves and trying to manipulate
the world without knowing where to look. Our lives and what we
accomplish are merely the outcome of what we truly are within ourselves. This truth is what makes our work easy . Let’s return to the analogy of a reed in the water . By puttin g talcum
powder on the water, we can see the total change in its pattern  by simply
placing a reed in the path of the stream. Similarly , in steering a ship, if we
change our direction only one degree on the compass, after a few days of
sailing we will be hundreds and hundreds of miles from where we would
have been had we not shifted our course that little bit; thus, a slight shift in
inner attitude can have an enormous consequence in our lives. What facilitates the ease of the transition from failure to success , or from
success to great success, or from great success to super success, is that there
is an automatic-feedback mechanism initiated when we shift our own inner
attitudes even the slightest. This feedback mechanism means that our
energies become replenished. We become repaid for our efforts so that the
whole process becomes pleasu rable and an enjoyable unfolding of new
discoveries. We realize the inner pleasure of watching ourselves grow and
prosper . This whole process involves a few understandings and simple
steps.The first understanding that is very important to grasp is: We strengthen
within ourselves  the identical things that we strengthen in others. This
clinical factor has enormous implications. The obvious concl usion to be
drawn, then, is the principle of constantly supporting that which  is positive
in others. We say that some people are negative and other people are
positive, as though it was just accidental. It is not accidental at all. It is the
easily observab le demonstration of the clinical fact that we strengthen
within ourselves the identical things that we strengthen in others. If we
listen to people’ s conversations , we will hear some engaging  in gossip,
describing all the negative facts they can about other people ’s lives, or
about world events. What they don’t realize is that they are reinforcing
these very same things within themselves. When I was very young I had a grandmother who was described by
everyone as saintly . I remembe r that she used to say, “If you haven’ t got
something good  to say about anyone, then don’t say anythin g at all.” I
puzzled over this for a long time. It was only when I had become clinically
experienced after many years of doing psychotherapy , where I could see the
results of these principles in operation, that I began to understand what she
meant. Do we really trust friends who gossip? No, we don’t. They are not the
people whom we entrust with our most secret confidences, because we
know that as soon as we leave the dinner table the conversation  will likely
be about us. Thus, one of the basic principles of success is to be trustworthy
so that people have confidence  in us and in our integrity . They need to
know that we will keep their secrets and protect their reputations. By
supporting their reputations we will in fact be supporting our own. Perhaps because  of what my grandmother said, or who knows what other
reasons, but early in my life I discovered the pleasure of supporting the
success of others and contributing to their welfare and happines s. When we
do this, we find it becomes one of the greatest sources of pleasure and
satisfaction in our own lives. That is the next principle: We support the success of others in every little
way that we can. This means to recognize and acknowledge others’
successes, which  tends to reinfo rce them—not only in those people, but in
ourselves. This does not mean manipulative flattery; rather , we genuinely
appreciate the positive characteristics of everyone we meet, including store
clerks, waitstaf f, and other businesspeople; family members and friends;guests, casual acquaintances, and people whom we only spend a few
moments with in the day. It is valuable training and learning to perceive the
positive and move into a dif ferent realm of experiencing life. This also moves us to an attitude of “givingness” rather than
“gettingness.” Everyone around  us is aware of whether we are givers or
seekers. They react unconscio usly in a very different way to diverse
attitudes. We are aware that on a conscious or unconscious level, someone
is out to “get” something from us. We are on guard, wary , and resistant. If
even the lowly animals can detect this, we can be sure that human beings
who are far more evolved also detect it. Many people are resistant to a giving attitude because they have an
equation that to give is to lose. They don’t understand this feedback
mechanism. So they don’t give it a long enough try to discover that we
always get back more than we give. Success tends to automatically amplify
itself. It’s like a snowball; once it starts rolling it gathers momentum and
size as it rolls effortlessly down hill. Every time we create a good feeling in
others, they feel grateful and develop a positive attitude towar d us, which
completely changes the nature of our lives. We say that some people seem to lead a charmed life. We forget that this
is becau se they have taken the trouble to be charming to others. This charm
comes from an inner attitude. It is not opportunistic, or manipulative, or
done for gain; instead, it is a true reflection of that person’ s nature. To understand this quality , never do others a “favor .” Why? Because
doing a favor is really a manip ulation. It’s a bargain in which  we expect
something in return. If after having done something for someone we feel
that they are obligated, then we have missed the whole point. Givingness
implies no expectation of r eturn. This latter statement is of crucial importance. We will easily observe that
what people are really trying to do is purchase from others and manipulate
them into a debt. “I’ve done this for you; now you’ve got to do that for me.”
This manipulative, trade-of f, bargaining position ends up in resentment so
that we often hear, “After all I’ve done for him.” This breeds either self-pity
or resentment and is doomed to lead to failure. When we genuinely do something for someone, we do it with no
expectation of return in any form , even by acknowledgment or recognition. We do it out of caring for other human beings, because we are contributing
to the quality of life itself. This is a secret that one discovers through a deepunderstanding, that when we support life, life supports us in return. Granted, this sounds philosophical, but it is a truism that we can only arrive
at through observation and experience. The simple practice that leads to this awareness, and that anyone
interested in becoming truly successful on a daily basis can do, is this: In
traffic, always let others cut in front of you. That sounds sort of crazy ,
doesn’ t it? Within that practice is the hidden, secret power of becoming a
successful perso n. As we practi ce this technique we’ll eventually discover
the pleasure of becoming a truly courteous person. What does courteous
mean? It merely means to suppo rt the life of others and their happiness. We
will shift from the short-lived satisfaction of blocking others into the long-
term, inner shift of awareness that comes from supporting them. What happens as a result of practicing this? At first it will seem difficult
and awkward. As time goes on, though, it will result in a subtle pleasure. That pleasure is a continuous experiencing of the fact that we are becoming
different kinds of people. This leads to the awareness that satisfaction is
fleeting and momentary , but pleasure is long-term and permanent. We also end up loving ourselves  more. This lovingness is not narcissism,
vanity , or egocen tricism. Rather , it is the awareness that we are shifting into
an alignment with a whole different principle of living life. To let others
into traffic in front of us is being gracious. Gracious means that we have
more than enough for ourselves and now have some to give to others. Of course we could be that person in traffic. That’ s a foregone
conclusion, isn’t it? Anybody can be rude and step on the accel erator—that
takes nothing at all. That’ s the common person’ s avenue to failure because
they are operating on the level of win-lose. As we said, we bring into our
lives the very thing that we support in the world. So if we support win-lose,
then we are supporting lose, are we not? If we let others into traffic, we
experience ourse lves as magnanimous. We notice that others waved to us in
thanks. Our lives become ones of gratitude and win-win because those are
the principles by which we stand and live. The next easy practice that has profound repercussions throughout our
entire inner nature is: Feed the wild birds. Yes, it is as simple as that. Without fail, we must make sure that there is food available for the birds
even if we live in an apartment. There are bird feeders that we can place on
the outer windo wsill or that stick to the glass. There are areas  in the park
where birds gather . Whatever the means, we need to find some way tosupport the wildlife around us, even if it’s in the middle of the big city. In
addition, on whatever properties we may own or control, we must forbid the
killing of any wildlife, even if we have to get “Save a Life” or “Have a
Heart” traps. The next practice is to always be growing something in the office,
apartment, home , or garden. This can be tomatoes, or a bonsai plant, or little
cacti, or whateve r meets our fancy. They should be something for which we
take personal responsibility , even if it’s just watering the geran iums in the
window box. From all the foregoing it is evident that the process of becoming
successful is one of becoming  sensitive, observant, and aware. In the
process of becoming conscious,  of widening our actual field of vision, we
will observe that the reason most people are not successful is because they
literally can’t see. We’ve all had the experience of walking into a business in which there
are many glaring deficiencies. We ask ourselves: How could they be so
unawar e? How could they hire such a clerk who is losing business for them
right and left? How could they expect people to eat in this restaurant when
the walls need to be painted and the floor is dirty? How can they expect us
to wait in line at their business when there isn’t even a chair on which to sit
down? How do they expect us to shop and patronize their business when
they don’t even bother to put up business hours to let us know when they’r e
open? How can they expect us to find their place when there isn’t even an
address on the fr ont? All these things are merely matters of simple observation, are they not? Yet the owners simply don’ t see them. The exercises I have described in this chapter allow us to progressively
open our eyes so that we can see the answers to many dilemmas that
seemed unsolvab le before in our lives. We will discover that the answers to
all the questions already exist. The solutions to all the problems the world
faces are already in existence and are merely awaiting recognition. Years ago I was put up for mem bership in what was probably one of the
most exclusive private clubs in the United States. It was so exclusive thatthe press and the public have never discovered it. The board of directors
was made up of some of the most successful and powerful people in the
country , and to become a member one had to go around with a sponsor and
have a personal interview with every member of the board. This meant
spending a whole day in New York City, going from one presti gious office
to anoth er of Wall Street financiers, presidents of the country’ s banks, and
the true movers  and shakers of the world whose names are never in the
headlines. As I went from one interview  to the next, I became more and more
relaxed. The qualities that these men all demonstrated without a single
exception were that they were cordial, gracious, friendly and remarkably
easy to talk to. Each one of them bent over backward to put me at ease in
what could otherwise have been an awkward situation. Each one of them
could have bought and sold me a hundred times over, yet they treated me
with precise equality . As the day wore on and I traveled from J. P. Morgan
Trust, to E. F. Hutton, to Citibank, to the Rockefeller Foundation, the day
became more and more pleasurable. As we returned  home that night I found myself saying to my sponsor ,
“You know , this is one of the most enjoyable days I’ve ever had in my life,
surprisingly .” Each one of the interviewers was very aware of the
discomfort that a new member might have upon being scrutin ized by the
board of directors, and each took pains to offset what could have been an
occasion for anxiety . Thus, they exhibited the capacity that goes with
success: the capacity to put oneself in the other person’ s shoes and act
appropriately out of compassion. Success is feeling good about ourselves,
then sharing that good feeling with others, who in consequence feel good
about themselves. Some people say, “I can’t do those things because I’m shy, self-
conscious, and introverted.” As we look at it now we can see that these
qualities stem from simply not feeling good about oneself. The exercises
that I have described will help people to overcome these qualities subtly
and easily , without embarrassment or having to join a Toastmasters club. No one was more self-consciou s, shy, and timid than I was when I was
young. I couldn’ t speak in public. I dreaded parties. It would take three
weeks to crank up the energy to ask a girl for a date. The habit I developed,
however , of enjoying helping other people become successful was the lever
that began to change all that.I remember the first time I was on Barbara Walters’ s show . As she was
interviewing me I was remembering back when I tried to give a lecture on a
certain technique to two student nurses. I had to cut it short because my
voice actually failed. I was unable to continue. The source of the pleasure as
I spoke to Barbara was not that I was on a famous talk show . The source of
the pleasure was experiencing myself as a person who was able to do what I
was doing, given what I had been. I had conquered my own fears. That was
the source of the real joy. Barbara herself was most cordial off the air, as
one would expect from a person of her degree of success. The capacity for success reside s within everyone. Any of us can make
others feel good  about themselves. In so doing we begin to feel good about
ourselves. This begins to rub off and changes our compass in an
increasingly positive direction in which success is merely the automatic by-
product of what we ourselves have become. Success is like happiness. We’ll find we cannot obtain happiness by
striving “to be happy .” Happiness is the automatic consequence of living in
a certain  way, being with ourse lves in a certain way, and having a certain
awareness. One of the biggest secrets of success is that we cannot achieve it by
striving for it. Success, like happiness, is the automatic consequence of who
we are, of what we have become, and of our inner attitudes. When we have
become a certain kind of person, success is so automatic that we haven’ t the
slightest interest  in it. It’s like the air. We absolutely take it for granted. We
don’t worry about having enough air, do we? A sufficiency of air is a given. It’s a presumption. It’ s an “of course.”
It is the same thing with success, which is why it is for you. OceanofPDF .comA C K N O W L E D G M E N T S
Success Is for You comes to us because of Susan Hawkins’ s dedication to
making the works of her husband, Dr. David R. Hawkins, available to the
widest audience  possible. She has remained steadfast in her commitment to
be a steward of that which Dr. Hawkins wrote and lectured about during his
lifetime. For that, we all owe her much gratitude. Many thanks to Wally and Kathy Arnold for their application of the
principles outlin ed in this book in their own business, and for Wally’s
willingness to share with us his personal experiences with Dr. Hawkins. Toby Frank brought much to this book’ s completion through her careful
review of the manuscript; her contributions were invaluable. Thanks to Fran
Grace for her summary of Dr. Hawkins’ s life’s work and for her helpful
feedback. Thanks also to Patty Topel for her assistance. OceanofPDF .comABOUT THE AUTHOR
Biographical Note
Dr. David R. Hawkins  (1927– 2012) was renowned as a physician,
author , lecturer , and researcher of consciousness. After serving in the
United States Navy during World War II, he graduated from the Medical
College of Wisconsin in 1953. For the next 25 years, he lived in New York,
where his pioneering work as a psychiatrist brought major clinical
breakthroughs, especially in the treatment of schizophrenia and alcoholism. His research findings were published widely in medical, scientific, and
psychoanalytic journals. As Medical Director of the North Nassau Mental
Health Center (1956–1980) and Director of Research at Brunswick Hospital
(1968–1979) on Long Island, he had the lar gest practice in New York. In 1973, Dr. Hawkins co-authored Orthomolecular Psychiatry  with
Nobel Laureate chemist Linu s Pauling, initiating a new field within
psychiatry and leading to appearances on numerous talk shows. He spoke at
the Oxford Forum and Westmin ster Abbey , as well as Harvard  University ,
University of Argentina, University of Notre Dame, University of
California, Fordham University , and the Institute for Noetic Sciences. He
also served as a psychiatric advisor to Catholic, Protestant, and Buddhist
monasteries. Dr. Hawkins received numerous recognitions for his scientific and
humanitarian contributions, including: the Huxley Award for the
“Inestimable Contribution to the Alleviation of Human Suffering”;
Physicians Recognition Award by the American Medical Association; 50-
Year Distinguished Life Fellow by the American Psychiatric Association;
the Orthomolecu lar Medicine Hall of Fame; Who’ s Who in the World; and anomination for the prestigious Templeton Prize, which honors progress in
science and religion. In 1983, Dr. Hawkins established the Institute for Spiritual Research, a
nonprofit organization dedicated to consciousness research. During the
1980s, his lectures at such events as the First National Conference on
Addictions and Consciousness (1985) and Whole Life Expo (1986), both
held in California, recontex tualized addiction by illum inating the
underlying spiritual drive for inner peace and how to cultivate it apart from
substances. During the 1990s, he served as the Chief of Staff at Mingus
Mountain Estate Residential Treatment Center for adolescent girls in
Prescott Valley and was the consulting psychiatrist for several recovery
houses in Arizona. Dr. Hawkins spent the last three decades of his life in Arizona , working
to correlate the seemingly dispa rate domains of science and spirituality . In
1995, at the age of 68, he received a Ph.D. in health and human services. That same year saw the publication of his book Power vs. Force, which was
ultimately transl ated into 25 languages with over a million copies sold, and
evoking praise from such notables as Mother Teresa and Sam Walton. Power vs. Force present ed his trademarked “Map of Consciousness,” now
used by health professionals, university professors, government officials,
and business executives worldwide. Many other books followed. In recognition of Dr. Hawkin s’s contributions to humanity , he was
knighted in 1996 by the Sovere ign Order of the Hospitallers of St. John of
Jerusalem by authority of the Priory of King Valdemar the Great. From
1998 to 2011, Dr. Hawkins traveled widely as a lecturer throughout the
United States and overseas, speaking to sold-out audiences about the
science of consciousness and the reality of advanced spiritual states. In
2000, he was bestowed the title “Tae Ryoung Sun Kak Tosa” (Teacher of
Enlightenment) in Seoul, Korea. His final lecture, entitled, “Love,”
occurred in September 2011 and was attended by 1,700 people from around
the world. Dr. Hawkins was active to the very end. Just before his passing
in September 2012, he completed a video-recorded dialogue series and
finished his 12th book. Throughout Dr. Hawkins’ s life, he participated in a wide range of civic
and professional  endeavors, often in leadership roles. As a physician, he co-
founded or served as medical advisor for many organizations, including the
Schizophrenia Foundations of New York and Long Island, the AttitudinalHealing Center of Long Island, the New York Association of Holistic
Health Centers, and the Academy of Orthomolecular Psychiatry . He was co-
director of the Masters Gallery of Fine Arts. Born with an exceptionally high IQ, he became a member of Mensa
International in 1963. As a young doctor , he was attracted to Buddhism and
joined the first Zen Institute in the United States. At the time of his death,
he had been a member of St. Andrew’ s Episcopal Church for many years. He was the first president of the Country and Western Dance Club of
Sedona, a member of the Veterans of Foreign Wars, American Legion, and
the Sedo na Elks Lodge. He was an archer , carpenter , blacksmith, musician
(bagpiper , violinist, pianist), designer of prize-winning 16th-cen tury French
Norman architecture, and lover of animals. Internationally , Dr. Hawkins was the founder of Devotional Nonduality
(2003), a spiritual pathway that applies the core truths of the world’ s great
traditions: kindness and compassion for all of life (including oneself),
unconditional love, humility , inquiry into the nature of existence, surrender ,
and self-realization. Since 2002, “Hawkins Study Groups” have autonomously sprung up in
many cities around the world, from Los Angeles to Seoul, from Cape Town
to Melbourne; the groups study  and practice the principles of his books,
such as: “We change the world not by what we say or do but as a
consequence of what we have become.” His life exemplified that principle. Autobiographical Note
While the truths reported in this book were objectively organize d, like all
truths, they were first experienced personally . A lifelong sequence of
intense states of awareness beginning at a young age first inspired and then
gave direction to the process of subjective realization that has finally taken
form in a series of books. At age three, there occurred a sudden full consciousness of existence, a
nonverbal but complete underst anding of the meaning of “I Am,” followedimmediately by the frightening realization that “I” might not have come
into existence at all. This was an instant awakening from oblivion into a
conscious awareness, and in that moment, the personal self was born and
the duality of “Is” and “Is Not” entered my subjective awareness. Throughout childhood and early adolescence, the paradox of existence
and the question of the reality of the self remained a repeated concern. The
personal self would sometimes begin slipping back into a greater
impersonal Self, and the initial fear of non-existence—the fundamental fear
of nothingness—would recur . In 1939, as a paperboy with a 17-mile bicycle route in rural Wisconsin,
on a dark winter ’s night I was caught miles from home in a 20-below-zero
blizzard. The bicycle fell over on the ice and the fierce wind  ripped the
newspapers out of the handlebar basket, blowing them across the ice-
covered, snowy field. There were tears of frustration and exhaus tion and my
clothes were frozen stiff. To get out of the wind, I broke through the icy
crust of a high snowbank, dug out a space, and crawled into it. Soon the
shivering stoppe d and there was a delicious warmth, and then a state of
peace beyond all description. This was accompanied by a suffusion of light
and a presence of infinite love that had no beginning and no end and was
undif ferentiated from my own essence. The physical body and surroundings
faded as my awareness was fused with this all-present, illuminated state. The mind grew silent; all thought stopped. An infinite Presence  was all that
was or could be, beyond all time or description. After that timelessness, there was suddenly an awareness of someone
shaking my knee; then my father ’s anxious face appeared. There was great
reluctance to return to the body and all that that entailed, but because of my
father ’s love and anguish, the Spirit nurtured and reactivated the body . There was compassion for his fear of death, although, at the same time, the
concept of death seemed absurd. This subjective experience was not discussed with anyone since there
was no context available from which to describe it. It was not common to
hear of spiritual  experiences other than those reported in the lives of the
saints. But after this experience, the accepted reality of the world began to
seem only provisional; traditional religious teachings lost significance and,
paradoxically , I became an agno stic. Compared to the light of Divinity that
had illuminated all existence, the god of traditional religion shone dully
indeed; thus, spirituality replaced religion.During World War II, hazardous duty on a minesweeper often brought
close brushes with death, but there was no fear of it. It was as though death
had lost its authenticity . After the war, fascinated by the complexities of the
mind and wanting to study psychiatry , I worked my way through medical
school. My training psychoanaly st, a professor at Columbia University , was
also an agnostic; we both took a dim view of religion. The analysis went
well, as did my career , and success followed. I did not, however , settle quietly into professional life. I fell ill with a
progressive, fatal illness that did not respond to any treatments available. By age 38, I was in extremis and knew I was about to die. I didn’ t care
about the body , but my spirit was in a state of extreme anguish and despair . As the final moment approach ed, the thought flashed through my mind,
What if there is a God? So I called out in prayer , “If there is a God, I ask
Him to help me now.” I surrendered to whatever God there might be and
went into oblivion. When I awoke, a transformation of such enormity had
taken place that I was struck dumb with awe. The person I had been no longer existed. There was no personal self or
ego, only an Infinite Presence of such unlimited power that it was all that
was. This Presence had replaced what had been “me,” and the body and its
actions were controlled solely by the Infinite Will of the Presence. The
world was illuminated by the clarity of an Infinite Oneness that expressed
itself as all things revealed in their infinite beauty and perfection. As life went on, this stillness persisted. There was no personal will; the
physical body went about its business under the direction of the infinitely
powerful but exquisitely gentle Will of the Presence. In that state, there was
no need  to think about anyth ing. All truth was self-evident, and no
conceptualization was necessary or even possible. At the same time, the
physical nervous system felt extremely overtaxed, as though it were
carrying far more ener gy than its circuits had been designed for . It was not possible to function effectively in the world. All ordinary
motivations had disappeared, along with all fear and anxiety . There was
nothing to seek, as all was perfect. Fame, success, and money were
meaningless. Friends urged the pragmatic return to clinical practice, but
there was no ordinary motivation to do so.There was now the ability to perceive the reality that underlay
personalities: the origin of emotional sickness lay in people’ s belief that
they were their personalities. And so, as though of its own, a clinic al
practice resumed and eventually became huge. People came from all over the United States. The practice had 2,000
outpatients, which required more than 50 therapists and other employees, a
suite of 25 offices, and research and electroencephalic laborat ories. There
were 1,000 new patients a year. In addition, there were appearances on
radio and network television shows, as previously mentioned. In 1973, the
clinical research was documen ted in a traditional format in the book
Orthomolecular Psychiatry . This work was ten years ahead  of its time and
created something of a stir . The overall condition of the nervous system improved slowly , and then
another phenom enon commenced. There was a sweet, delicious band of
energy continuously flowing up the spine and into the brain where it created
an intense sensation of continuous pleasure. Everything in life happened by
synchronicity , evolving in perfect harmony; the mirac ulous was
commonplace. The origin of what the world would call miracles was the
Presence, not the personal self. What remained of the persona l “me” was
only a witness to these phenomena. The greater “I,” deeper than my former
self or thoughts, determined all that happened. The states that were present had been reported by others throughout
history and led to the investigati on of spiritual teachings, including those of
the Buddha, enlightened sages, Huang Po, and more recent teachers such as
Ramana Mahars hi and Nisar gadatta Maharaj. It was thus confirmed that
these experiences were not unique. The Bhagavad Gita now made complete
sense. At times, the same spiritu al ecstasy reported by Sri Ramakrishna and
the Christian saints occurred. Everything and everyone in the world was luminous and exquisitely
beautiful. All living beings became Radiant and expressed this Radiance in
stillness and splendor . It was apparent that all mankind is actually motivated
by inner love but has simply become unaware; most lives are lived as
though by sleepers unawakened  to the awareness of who they really are. People around me looked as though they were asleep and were incredibly
beautiful. It was like being in love with everyone. It was necessary to stop the habitual practice of meditating for an hour in
the morning and then again before dinner because it would intensify thebliss to such an extent that it was not possible to function. An experience
similar to the one that had occurred in the snow bank as a boy would recur ,
and it became increasingly difficult to leave that state and return to the
world. The incre dible beauty of all things shone forth in all their perfection
and where the world saw ugliness, there was only timeless beauty . This
spiritual love suffused all perce ption, and all boundaries between here and
there, or then and now , or separation disappeared. During the years spent in inner silence, the strength of the Presence grew . Life was no longer personal; a personal will no longer existed. The personal
“I” had become an instrument of the Infinite Presence and went about and
did as it was willed. People felt an extraordinary peace in the aura of that
Presence. Seekers sought answ ers but as there was no longer any such
individual as David, they were actually finessing answers from  their own
Self, which was not different from mine. From each person the same Self
shone forth from their eyes. The miraculous happened, beyond ordinary comprehension. Many
chronic maladies from which the body had suffered for years disappeared;
eyesight spontan eously normalized, and there was no longer a need for the
lifetime bifocals. Occasionally , an exquisitely blissful energy, an Infinite Love, would
suddenly begin to radiate from the heart toward the scene of some calamity . Once, while driving on a highw ay, this exquisite energy began to beam out
of the chest. As the car rounde d a bend, there was an auto accident; the
wheels of the overturned car were still spinning. The energy passed with
great intensity into the occupants of the car and then stopped of its own
accord. Another  time, while I was walking on the streets of a strange city,
the energy started to flow down  the block ahead and arrived at the scene of
an incipient gang fight. The combatants fell back and began to laugh, and
again, the ener gy stopped. Profound changes of perception came without warning in improbable
circumstances. While dining alone at Rothmann’ s on Long Island, the
Presence suddenly intensified until everything and every person, which had
appeared as separate in ordinary perception, melted into a timeless
universality and oneness. In the motionless Silence, it became obvious that
there are no “events” or “things” and that nothing actually “happens”
because past, present, and future  are merely artifacts of percepti on, as is the
illusion of a separate “I” being subject to birth and death.As the limited, false-self dissolved into the universal Self of its true
origin, there was an ineffable sense of having returned home to a state of
absolute peace and relief from  all suffering. It is only the illusion of
individuality that is the origin of all suffering. When one realizes that one is
the universe, complete and at one with All That Is, forever without end, then
no further suf fering is possible. Patients came from every country in the world, and some were the most
hopeless of the hopeless.
_OceanofPDF.com_Success_Is_for_You_-_David_R_Hawkins.txt
Summarize the following text section accurately and concisely. Maintain specific details and numerical information, and use anti-repetition mechanisms:

        Johnson’ s Drugstore did not use the
excuse that they weren’ t ready for such a crowd and have only one
employee so everyone had to wait. Johnson’ s Drugstore knew that after the
movie there was a mob. So on Saturday nights, they had extra help. When we got there, there were four or five clerks all waiting for us with
their ice-creams scoops ready. All the tables were set with napkins and
spoons. They didn’ t tell us they were out of coffee. Instead, they made a big
pot that was freshly brewed so that when we walked into the restaurant it
smelled good. The owner himself was there to greet us and establish
personal relationships. That simple, commonsense, plain human decency and thoughtfulness
made it as successful as it was. We could hardly wait all week to go to
Johnson’ s Drugs tore on Saturday night. Because we knew we were going
there, we saved up a list of all the items we wanted to buy and bought them
all at Johnson’ s Drugstore; as a result, they did a huge amount of business. The owner never spent any money advertising Johnson’ s Drug Store,
other than a simple ad at the movies to tell us where he was and whatservices he offered. But the minute we entered his establishment, we
became a customer forever. People are starved for recognition and
acknowledgment and to be treated with common human decency. The
dehumanization of human enterprise has taken a deadly toll. Customers who have demonstrated responsibility, especially over the
long term, should get special consideration. They should be informed, in
fact, that they get special consi deration. There should be some reward for
having paid their bills promptly  for 38½ years. The impersonal ity of utility
companies demonstrates this principle. It doesn’ t make any difference if
we’ve been a customer of the phone company for 90 days or 50 years. Once
the bill is 60 days overdue, we get an automatic computer printout that tells
us we’re going to be disconnected. Isn’ t that ridiculous on the face of it. Certainly any customers who have paid their bills promptly for ten years
rate that special Category A. After 20 years they ought to get special
Category B. And after 30 years they should receive special Category C. In
other words, the computer identifies that these customers are in special
categories. It then goes to a personal representative who makes  an inquiry. Ah, you just had a heart attac k or got divorced, and the big check you
deposited to cover this month’ s bill bounced. The customer representative
gives them special preference and works something out for them so they
can continue to be pleased, happy, and satisfied customers. When we think of it, right on the surface it’s obvious the customers have
earned and deserved consideration. It’s not something that we’re giving
them that is not due them. This brings us to the next import ant subject,
which needs a chapter of its own. OceanofPDF. comTHE TOP
Getting to the top and staying there is automatic once a few things have
been realized. As I’ve mentioned several times, success is effortless. It
happens exactly like a cork rising in water, and for the same reason. As we
watch so many people exhaust ing themselves trying to achieve success,
they are like someone flailing around in the water who doesn’ t know that
the way to the top is to float. What floats is “up there. ” It is the fact that
certain principle s now have become automatic in our daily functioning, and
these principles are what guarantee our success. It is not what we do, but
the principles from which what we do originates. One result of this is the critical recognition of the difference  between
what is importan t and what is not important, and between who is important
and who is not important. By the word important  here, we mean in the
sense that it makes things work rather than in the moral, social, or status
implication of the word. It is important because it’s critical. What makes for
success is that a certain principle is constantly operating for us 24 hours a
day, even when we’re not consciously expressing it. To fully understand that statement, we have to understand a little bit
about the science of advanced theoretical research and physics called “non-
linear dynamics. ” Non-linear dynamics is, on one level, an attempt by the
left brain to understand the right brain. The left brain works logically and
sequentially: It works with symbols, numbers, language, and concepts;
therefore, it works with that which is defined, labeled, and thereby limited. The right brain is, in a general way, best described as working with wholes,abstractions, generalities, and with that which is inclusive rather than
exclusive. Consequently, the left brain is best compared to a digital computer and
the right brain to an analog computer. The analog computer tells us how
things are like each other, while the digital computer tells us how they’re
different. One cannot really work without the other. We cann ot logically
compare one thing to another until we first account for the things that we’re
evaluating within a class where comparisons make sense. The science of non-linear dynamics is called “chaos theory. ” Chaos
theory, in one sentence, could be described as trying to make sense out of
that which does not appear to have any logic to it, and trying to discover the
hidden order within that which looks disorderly. What is the inner order of
that which looks  confused. Until recently, there was thought to be no inner
controlling patte rn to daily weat her changes. Non-linear -dynamic computer
analyses have revealed through  graphics that, on the contrary, there is an
inner organizing  principle. When these principles of what seem  to be chaos
and confusion are studied by advanced computer analyses, what results
from the analyses are graphic designs—the pattern is called an “attractor. ”
For our purposes, an attractor could be defined as the hidden, inner pattern
and that which seems to have no sense or pattern or appears to be chaotic. Once we understand the universe, we realize that nothing is accidental. Absolutely everything is related  to absolutely everything else. If we don’t
think so, it is because we are not coming from a big enough perspective to
see what that relationship is. We might look at a cloud of dust in the barn,
for instance, and think that it’s just a chaotic pattern. Non-line ar-dynamic
analysis of the pattern of the dust particles will reveal that there is a
complete and total inner organization based on air currents, wind,
temperature, molecular particles, atomic elements, attractions, and
repulsions. The delineation of the inner, overall organizing pattern has to
deal with picturing it by means of a computer, in the visible world of
graphic design, often consisting of many curves and lines, whic h cannot be
described in left-brain, linear, logical, sequential language. A well-studied example of this phenomenon has been demonstrated with
such a simple thing as a drop of water. According to mathematical analysis,
the formation of the drop of water is predictable. It is based on the aperture,
the surface tension of the water, temperature, and other variables; however,
the exact moment in the sequence of moments when a specific drop formsand falls from a dropper cannot be mathematically predicted. Although the
conditions remain the same, the drops form themselves at an unpredictable
rate. Despite mathematical analyses that have all the known factors, one
cannot say with absolute certainty when the next drop will form. For
instance, even if the last thousand drops have occurred every one-tenth of a
second, and though all conditions remain the same, there is absolutely no
guarantee that the next drop will occur in the next tenth of a second. In fact,
it will surprise us and suddenly occur in a hundredth of a second. There is
absolutely no plausible reason for this to happen, yet it happens constantly. This is pretty much the way life is, isn’ t it. The unforeseen, the unpredictab le, and the unexpected just happen, don’t
they. This is why the wily old fox who has been a survivor in this world
never gives up the hunt. That unpredictable drop is the opening for the
universe to come in with what people with another orientation  toward life
would call a miracle. The unforeseen, serendipity, good fortune, good luck
—those are all names that people have created to explain this phenomenon. Primitive people  attempted to finesse this out of the universe by rituals and
sacrifices to the gods for intervention. This is the opening where the
impossible becomes possible. This is precisely where things that the left
brain is unfamil iar with become not only powerfully operative, but frankly
determine the total outcome. The reason why an itsy-bitsy little factor, which may seem like only one
ten-thousandth of all of the other operating factors, is the very one that
makes the difference is that this tiny fraction is focused on a critical balance
point. If we look at a compute r-graphic pattern of an attractor, we could
compare it to the eddy currents in a stream as it enters into a pool. It’s
obvious when we throw some talcum powder on the surface of a stream
where it enters the pool that we will see a swirling pattern. It’s also obvious
that if we place one reed in the pond where the water current is entering, the
pattern of the talcum powder will be changed merely by the presence of that
reed. The reed as we see it is not “doing anything. ” In fact, the only thing it
is doing is just “being there. ” Advanced research has demonstrated that
within all happenings within the universe there is a discernible  pattern and
organizing principle. In fact, if it were not for the organizing principle, no
universe would even be possible. The last thing we need to know is that there can be more than one
attractor affecting the field. There may be an attractor withi n the otherattractors whose  power is controlling the very pattern of the other attractors,
who themselves are controlling all the factors operating within the visible
world. In other words, our attractors are organizing principles,  and these
have different levels of power. We now have one of the secrets of the
success of powerful people: Their entire lives are automatically and
effortlessly organized by the complete and total alignment and commitment
to very high and powerful principles. We now have the understanding of
how it is that Mahatma Gand hi defeated the British Empire. It’s very
simple. Mahatma Gandh i was totally activated and organized in everything he
thought, did, felt, and expressed, by the universal principle of infinite
power. Comparatively, the British Empire was coming from  a limited
principle of what was good only for the advantage of their own political
aims; therefore, their attractor was overpowered by the attractor that was
activating Mahatma Gandhi. What we saw in the world historically was
merely the outer expression of the less powerful attractor having to conform
to the inner power of a more powerful attractor. We can now understand why there’ s so much power in a principle such as
love. We know from our own human experiences that out of love we would
do things and take risks that would be ridiculous from a logica l viewpoint. We know, for instance, that one forgiving gesture can end a war of 30 years. Neither all the military power nor all the millions of dollars could
accomplish that. We know this in the matter of personal vendettas. We hate someone for a
lifetime for something that we always held was very vicious and unfair of
them to do. Then one day while  we’re out gardening, it suddenly strikes us
how sad it was for that person to be so limited at the time. They had to
come out of such fear to be that way. Suddenly, the compassion of
understanding opens up a powerful attractor. We discover that the attractor
that motivates the heart is a far more powerful attractor than the one that
motivates the left-brain intellect. In one split second the unresolvable is instantly resolved. The
unpardonable is not only pardoned, but it is seen that there was nothing to
pardon in the first place, except that the person was guilty of humanness. Once we own our own humanness, it is simple to forgive other people
theirs. The more we do this, the more effortless it becomes, because we
have not created so many obstacles to overcome. The purpose in what appeared to be diversion now becomes quite clear:
to demystify that which sounds  mysterious, to make comprehensible that
which would otherwise seem perhaps abstract and incomprehensible. What
we’re talking about is absolute  reality. We are talking about pragmatism
with a capital P. We’re talking about the automatic pragmatism and
practicality of the super successful people who automatically gravitate to
the top by virtue of the fact that they are pulled there by the attractor, which
dominates their consciousness. We might say that consciousne ss is a field of energy that activates our
minds, which basically has no pattern, and our free will. Our freedom of
choice is to decide what patterns  will organize what would other wise appear
like a swirling, useless cloud of dust or millions of thoughts just running
through at random. We see that these thoughts, although we believed that
they were random, are being organized by definite principles. Certain
attractors are operative here. As we become aware, we start getting curious. What is the attractor pattern that’s moving all these crazy thoughts through
our minds. Or what is the attractor pattern that accounts for the success of
someone we admire. We see that the mechanism of creativity and creation itself comes out of
an infin ite potential of infinite energy. It is formless, yet infinite and
unlimited in its potentiality. There arises a series of attractors in a pattern of
descending order of power. These patterns control everything  that happens
within their field of influence—nothing escapes them. This understanding can be compared to gravity. It is obvious that the
gravity of one heavy object hanging next to another heavy object, both of
them suspended by threads that can be measured in a high school physics
class, is only happening within the gravitational field of the earth. The same
experiment on Mars or the moon would give different results; therefore, the
lesser gravitatio nal field is being dominated by the more powerful field of
the earth itself. The gravitation al field of the earth is obviously a reflection of the
gravitational relationship between the earth and the sun. Then  again, the
gravitational fields of the earth  and the sun are dependent on the overall
gravitational field of the entire planetary system. The gravitational field of
the planetary system is itself totally dependent on the gravitational fields of
the universe. We’re told that this is only one of many universe s—there are
actually an infinite number of them. Our universe is merely reflecting agreater gravitatio nal field, which dominates an infinite number of universes
with sequentially more powerful gravitational patterns. Obviously the one attractor patte rn that dominates all of us is the attractor
pattern of life itself. Just as nothing in our universe can escape the influence
of gravi ty, the principles upon which we operate either coincide with the
attractor pattern  of life itself or they do not. Power comes from aligning
with those dominant attractor patterns that are aligned with that which
supports life. This discussion, which would seem abstract without the context in which
we are presenting it now, gives us some very practical yardsticks by which
to measure what is going on in our lives. Life then becomes the experience
of the interaction of these attrac tor patterns. They express themselves in the
sensory and emotional world of our experiences. Let’s now look at a few attracto r patterns using this frame of reference to
increase our capacity to compre hend how real and pragmatic our discussion
is, which we have heretofore thought was “philosophical. ” Let us take a
very simple and what seems an ordinary concept or principle: friendliness. What is the life like of a person who holds being friendly and considerate
of other s and how they feel as some of the most important principles of
life. From the critical viewpoint, we might say that the downside is that the
person is perhap s overly agreeable, or what to our minds in the Western
world is not assertive enough. But what is this person’ s inner experience of
life. In what kind of a world do they live. If we observe such a person,
we’ll find that their life is successful and ef fortless. If we are friendly, people will be helpful to us and will smooth  our way. If we are friendly we will have lots of friends. By having lots of friends we
will have automatic connection s to the right people. Out of friendliness,
people will warmly see to it that these good things are provided in our
worlds. It is true that sometim es we take advantage of friendly people. Nevertheless, they create a warm place in our hearts. We build up a feeling
of obligation toward them, which sooner or later will find expression in
some positive way. This reminds me of that remarkable plaque that appeared in Bashas’
supermarket, where there was an annual award for the friendlies t employee. Imagine, in a world that people picture as dog-eat-dog and cutthroat, one of
the most successful ventures that I knew held the friendliest employee as a
high organizing principle. Isn’t that amazing. Here was a story in which
their orientation  was for their customers to become their friends. Did
Bashas’  have to worry about customer loyalty. Hardly. Although someone
may shop at another grocery store, they will gravitate back to the one in
which they feel most at home. Where do we feel most at home. Where do we like to be. The places
where we like to deal with others are where we feel at home. Home is what
is frien dly. The reason we keep going back to the same business
establishment is because we feel at home there due to familiarity. Familiarity is accomplished rapidly in an atmosphere of friendliness. The
purpose of having a greeter at the door, then, is that it makes some
businesses very successful. Success is really being the reed in the water. By observing the patterns of
the interaction of life itself, all we have to do is station ourselves and
position ourselv es with a certain  principle, and the eddies and currents form
around us. The currents, the eddies, and the forces automatically and
effortlessly circle around us. We don’t have to do anything. Does it make
any sense to be tired and exhausted at the end of the workday. How
nonsensical. Is the reed exhausted at the end of the day from modifying the
currents of the stream. On the contrary, the reed is nourished by the
elements of the stream; thus, one way of knowing when we’re successful is
that as the day goes by, our energy increases. We almost have to force
ourselves to quit at the end of the day because we’re so interested in what
we’re doing. “Time has gone by so quickly,” we say, “it can’t be five
o’clock already. Where has the day gone. ” A person with a busy and
successful life hardly notices the pages of the calendar changing. The years
drop away effortlessly. A successful person doesn’ t know what boredom
even is. If we’re applying these principles in business, we are in somewhat of a
position to understand who and what is important to pay attenti on to in our
daily business lives. Most proprietors, entrepreneurs, and executives cannot
tell the importan t from the unim portant. They especially cannot discern the
important person from the unimportant person except by reputation. Herethey are usually fooled because the unsophisticated person confuses
celebrity status or demandingness with importance. What often  happens is
the unimportant  people are considered to be important because of their
celebrity status, or because of their demandingness, or because of the flash
of the external marks of succe ss through conventional worldly symbols
such as stretch limousines, diamonds, designer clothes, status, addresses, or
titles. For those who’ve never met a really successful person, it’s time to
describe one. Unless we have been as successful ourselves, it’s unlikely that
we have  run across or recogniz ed them. They’ve been in and out of our
lives. It’ s just that we didn’ t recognize who they were. From understanding the principles I’ve outlined so far in this chapter, it’s
obvious that super successful people can be described as, first of all,
relaxed. They perform effortlessly and unostentatiously. They are
undemanding, unassuming, and usually quiet. Don’ t be fooled, because they
may not dress the part at all and may be driving a little beat-up car. Typically they look like nobody at all. If we’re intuitive, we get that they’re
coming from an inner state of absolute certainty, of total self-confidence
and easygoingness that only comes from that level of certainty, which itself
only comes from understanding  some of the principles we’ve  outlined in
this book. The very top successful people of the world—of which there are
not all that many, frankly—are  completely aware and conscious of what
principle is operative, thus they know what results will happen in the world. So why worry about it. These are very creative people. They know from just observing  the laws
of the universe, without necessa rily describing them as such, that once one
starts a snowball down the hill it will automatically gather mom entum and
become a larger snowball. So what is the problem. Success, as I’ve said, is
instantaneous. That flash of knowingness at the moment of the creation of a
new attractor pattern tells us automatically what the consequenc es are going
to be in the world. People of great success have this capacity for discerning
the critical point that needs to be influenced by the pattern. For insta nce, a company came to me that was falling down on its knees. From the origin al phone call I already knew exactly what was wrong with
the company and what to do about it. The name was all wrong. There’ s no
way they could be successful in the world with a name like that. It was
wrong on every single level. The unconscious associations it would bringup in people who even heard the name were unpleasant. Know ing nothing
about the comp any, I predicted that they were all working their heads off
and getting nowhere; the customers probably avoided them like the plague. Upon investigation, this turned out to be true, even though the product
itself was a quality product, was needed, and should have been selling right
and left. The only thing needed here was a change of name. I could’ve told
them that over the phone in eight seconds. Would they have believed it. No. If they were aware that such things were possible they wouldn’ t have been
calling me in the first place. So I had to go through a fancy routine with
them as though I was running it through my left brain and analyzing it in a
way that I knew would be acceptable to their consciousness. I think I came
out with a weighty final decision of a change of name. In this case, the whole situation  was actually humorous. The people still,
I could see, had some doubt. So to convince them I said that I had run it
through an advanced mathematical formula in my computer. At that point
they became agreeable. (I didn’ t tell them that the computer in this case was
my right brain. ) They were now convinced that my advice was coming from
what to their left brains was an acceptable logic pattern. Conseq uently, they
instituted the change. I didn’ t even have to bother checking back on what
the consequences would be. It was quite obvious. There is a particular attractor energy pattern in certain symbols, syllables,
and alphabetical configurations—the associations they would bring up in
the unconscious  would make success automatic. As a matter of fact, I’ve
invented over the years a number of names that bring automatic success. It’s
up to anyone to decide what products they want to attach to them, because
these names could sell anything, from bran flakes to mothballs  to golf-ball
cleaners. The secret of success is to be a cork, be a reed, or be a top that spins from
its own momentum. As we see, the attractor pattern creates momentum. It is
the momentum that carried us effortlessly through a daily routine that
boggles the mind of the average  person. We’ll have more done by noon that
everyone else will have done by dinnertime or by working late into the
evening. We could light up the city by running around every building and
throwing the switch, or running around every block and throwing the switch
for the block, or running aroun d every substation and throwing the switch
for all the substations. That’ s just how some people live. Or we can throwthe main switch for the city, and everything lights up at once. It takes no
more energy to do this; in fact, it takes about one one-hundredth of the
energy to light up the city at once than it does to light it up piecemeal. It is
effortless and delightful—imagine the fun of putting a hand on a switch and
watching the whole city light up at once. That’ s what our work is supposed
to be like. We’re not supposed to be running around all night throwing
switches for every city block. Make a decision to stop doing that. We’re ready to go back and understand what the super successful, truly
important people  are like and why they look that way. As I said before, once
we have the formula for gold we don’t have to carry a sack of it around on
our shoulders anymore. We have the automatic key to success. It’s often
nothing more than a whim, whether or not we’re going to express it in a
given area. There’ s no need to prove anything. Consequently, we don’t have
to cover ourselves with diamonds. We don’t have to have a Rolex watch. We don’t have to have this year’s Cadillac. We don’t have to have designer
clothes. We don’ t have to have $2,000 suits. This doesn’ t mean that we couldn’ t have them because we enjoy them,
but it is a totall y different space to come from. We might wear the same
diamonds just because we think  they’re beautiful and they belonged to our
grandmothers. Or they were gifts from our friends. Maybe they struck our
aesthetic fancies. The difference is that if a truly successful person loses any
symbols of success, they are usually relatively indifferent about it. The
feeling of loss is often for the sentimental value or the fact that it is
aesthetically irreplaceable. The one thing that the truly successful person knows is: Wher e that came
from, there’s a lot more. The truly successful person knows that where it
came from is unlimited and endless. Because of that, the person may appear
somewhat naïve. The customary paranoia that exists in our world about
guarding and protecting one’s possessions and possessiveness does not
seem to domina te them. So they may seem relatively careless. They appear
unimpressive because they have no need to impress anyone. Sometimes
they have the absentminded-professor look. If I saw anyone  coming into my business who had what I called the
“Albert Einstein look,” I would instantly give them attention. Those people
who come in with a sense of demandingness, self-importance, an imperious
haughty or aloof stance are most likely going to be problematic. Yet they
are the ones whom most proprietors would consider to be important. Often
such people fall into the 5 perce nt that I consider necessary to throw away
in every  busine ss. The 5 perce nt that cause 95 percent of problems very
often look like that. I had the opportunity to grow up around a number of super successful
people. I observed that the wom en frequently looked almost dowdy. They
usually bought well-tailored clothes and then wore them forever. Very often
they drove to church in an old car. This was characteristic of some of the
richest people in the world whom I’ve known on a personal basis. They
were inconspicu ous, relatively  undemanding, drove ordinary cars, and
saved the symbols of success for display only where they were  appropriate
and demanded by the occasion itself. For insta nce, at a state visit, the stretch limo is required by the occasion. It is not required by the person, but by the occasion itself; thus,  it would be
inappropriate to drive a ten-year -old economy car that was driven all week
to a state occasion. The difference is that such symbols are not needed and
are merely held as entertainment, pleasantries, niceties, or conveniences. There’ s no necessity to be preten tious. Just as a man who is sure and certain
of his virility doesn’ t feel he has to make a pass at every woman. Self-confidence comes from the absolute knowingness that what we are
aligned with is a powerful attractor pattern; therefore, we don’t have to
worry about the consequences. Appearances are held in the context of what
is necessary to be appropriate, workable, and kindly toward others. Many of the richest people in the world I have known felt that it was
unseemly to be ostentatious in the display of wealth, becaus e it created
envy, discomfor t, hostility, and jealousy in others. Expensive things are
esteemed because of their intrinsic value, not because of their value as
status symbols. People who are truly successful are aware of what status
symbols mean to others, but they are not run by those symbols and
frequently, are quite naïve in the matter. The “in” and the “out” lists in
society publications are a joke to them. They’ve always been “in” and
they’re always going to be “in. ”Honestly, the only reason not to wear old loafers at a certain  party is
because other people would be offended and feel that we are not honoring
them by having on a more expe nsive pair of shoes. On the other hand, we
might have expensive shoes we wear all the time, including gardening,
because we love the suppleness and softness of the leather and the beauty of
the craftsmanship. If we look at some of the curren t handbags, for instance, we’ll notice that
some are as unattractive as can be. The only reason people buy them is that
they have the name of a famous designer on them and everyone will
recognize that they paid a lot of money for it. Intrinsically the bag is
dreadful indeed,  just as short skirt lengths are not becoming on all women. One could walk around with a smudge on one’s face all day if one wants;
however, that would be setting up sort of a problem for oneself, wouldn’ t it. Life is difficult enough withou t putting our worst foot forward, and the
world doesn’ t need us to advertise the downside. If one is tone-deaf, it’s
probably not too wise to sing loudly at church, but hum quietly under one’s
breath. Not out of guilt, shame, or embarrassment, but out of sheer respect
for the beauty of the space and the occasion. The main argument against
inappropriateness is that it is unloving, uncaring, inconsiderate,
unbeauteous, and ungraceful. The last characteristic of the truly successful, very top person is an
overall grace. Even their artlessness, naïveté, or clumsiness is done within
an overall context of grace. It’s almost as though unconsciously they know
when it is most graceful to be awkward. That sheer awkwardness is what
sets other people at ease. How often will we think back in our lives to a time where we have
suddenly pretended we had forgotten something, or were flustered or
something and the sole purpose was to put the other person at ease. That
was a good space from which to come. That consideration for others brings
with it automatic grace. To have  it is to be a cork. To not have it is to be a
sinker.
Johnson's Drugstore did not use the excuse that they weren't ready for a crowd, and instead, they took extra measures to ensure a good customer experience, including having extra help on Saturday nights and brewing fresh coffee. The owner greeted customers and established personal relationships with them, which made it a successful business.
Why did Johnson's Drugstore succeed, and what was the owner's approach?
The text does not describe the success of specific people, but rather provides principles and examples of how to achieve success, such as recognizing and supporting the success of others, being aware of and connected to the infinite and unlimited potential, and cultivating an attitude of gratitude and love.
What is the key to understanding the success of the super successful people described in the text?
The text does not explicitly define the concept of "attractor" but implies that it refers to a universal principle or pattern that guides and organizes our lives, leading to effortless success. The concept is not elaborated on in this passage, but it is mentioned as a central idea in the book.
What is the concept of "attractor" and how does it relate to success?
The author argues that success is not something that can be achieved through external means, but rather it is an automatic consequence of who we are and what we have become. He emphasizes the importance of recognizing and aligning with our true nature, and that it is not something that can be learned or achieved, but rather it is a natural outcome of this alignment.
What is the author's main argument about the nature of success and failure?
The author suggests that true giving is not about manipulating others or seeking external validation, but rather it is about being aware of and connected to the infinite and unlimited potential, and that this awareness brings about an effortless and automatic success.
What is the author's view on the concept of "givingness"?