OceanofPDF .comALSO BY  DAVID R. HA WKINS, M.D., Ph.D.
Power vs. For ce: The Hidden Determinants of Human Behavior
The Eye of the I: Fr om Which Nothing Is Hidden
I: Reality and Subjectivity
Truth vs. Falsehood: How to T ell the Differ ence
Transcending the Levels of Consciousness:
The Stairway to Enlightenment
Discovery of the Pr esence of God: Devotional Nonduality
Reality , Spirituality , and Modern Man
Healing and Recovery
Along the Path to Enlightenment
Dissolving the Ego, Realizing the Self
Letting Go: The Pathway of Surr ender
Dialogues on Consciousness and Spirituality
Qualitative and Quantitative Analysis and Calibrations
of the Levels of Human Consciousness
Orthomolecular Psychiatry  (with Linus Pauling)
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OceanofPDF .comOceanofPDF .comCopyright © 2016 by the David and Susan Hawkins Revocable Trust
Published and distributed in the United States by: Hay House, Inc.: www .hayhouse.com ® •
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Cover design:  Angela Moody • Interior design:  Riann Bender
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brief quotations embodied in articles and reviews—without prior written permission of the publisher . The author  of this book does not dispense medical advice or prescribe the use of any technique as a
form of treatment for physical, emotional, or medical problems without the advice of a physician,
either directly or indirectly . The intent of the author is only to offer information of a general nature to
help you in your quest for emotional and spiritual well-being. In the event you use any of the
information in this book for yourself, the author and the publisher assume no responsibility for your
actions. Library of Congr ess Cataloging-in-Publication Data
Names: Hawkins, David R., date. author . Title: Success is for you : using heart-centered power principles for lasting abundance and fulfillment
/ David R. Hawkins. Description: 1st Edition. | Carlsbad : Hay House, Inc., 2016. Identifiers: LCCN 2015042549 | ISBN 978140195151 1 (paperback)
Subjects: LCSH: Self-actualization (Psychology) | Success. | BISAC: SELF-HELP  / Personal Growth
/ Success. | SELF-HELP  / Motivational & Inspirational. Classification: LCC BF637.S4 H3785 2016 | DDC 158.1--dc23 LC record available at
http://lccn.loc.gov/2015042549
ISBN:  978-1-4019-5151-1
10   9   8   7   6   5   4   3   2   1
1st edition, April 2016
Printed in the United States of America
OceanofPDF .comCONTENTS
Forewor d by Wally Arnold
Preface  by Donna L. Robinson, Ph.D.
Introduction: The Road to Fame and Fortune
Chapter  1: Getting the Bananas
Chapter  2: The Anatomy of Success
Chapter  3: The Proof Is in the Pudding
Chapter  4: Having It Made
Chapter  5: Blowing It
Chapter  6: Integrity Wins the Day
Chapter  7: Get Rid of Business
Chapter  8: Heart-Hearted Versus Hard-Hearted
Chapter  9: The Success Express
Chapter  10: When You Gotta Go, You Gotta Go
Chapter  11: The Top
Chapter  12: Easy Winner
Acknowledgments
About the Author
OceanofPDF .comFOREWORD
It was with complete serendipity that I first learned about Dr. David R.
Hawkins. It was 2004; my wife and I were visiting Wales, where we met a
new friend who immediately launched into a discussion about spirituality . At one point our friend asked what spiritual books I liked to read. I said
that I was drawn to an internal  spiritual path, and while books played an
important part in that developme nt, I was not currently reading much on the
subject. She replied that the only spiritual author she would recommend
was a man named Dr . David R. Hawkins. A month or so later, a copy of Power vs. Force arrived in my mailbox;
shortly thereafter , my friend and I met in Sedona, Arizona, to attend one of
Dr. Hawkins’ s lectures. He spoke for just over an hour before taking a
break, and I immediately made my way outside and wept. They were tears
of gratitude, to be sure. The next several years passed quickly for my wife and me, between
growing our business and raising five sons—however , we made time to
attend Dr. Hawkins’ s lectures and eventually volunteered to help in any way
possible. Once he reached his 80s, his lecture schedule slowed , but a life-
enhancing message always came through when he spoke. It was heartbreaking when “Doc ” passed. He was and is a gift from God
for me and thousands of others . And then in 2015, I learned that Doc had
left an unpublished manuscript entitled Success Is for You. As a lifelong
entrepreneur , I have certainly experienced both success and failure and
could not wait to read what Doc had to say on the subject. Many years ago, when I had a company called Illuminations, I worked
with a wonderfu l man who was instrumental in building Starbucks from a
small company into a global brand. One day he told me a story about the
importance of living a “one-hat life.” He said that most people you meet
wear many hats: one at work, another at home, and yet another in their
spiritual life. He learned that people are at their best when they know whothey are and have one clear set of values that equally apply to all of life’s
activities. Dr. Haw kins’ s body of work helps us to discover our one hat—that is,
who we are—and to provide a context for all of life’s experie nces. In the
pages of this newly discovered  book, he weaves his understan ding of life
into practical and immutable observations about universal princi ples and the
distinctions between perception and essence. To those  who are familiar with Doc’s work, you will love how Success Is
for You weaves what you already know into the world of business and
success. You will smile at his stories, including the one about the restaurant
that insists on serving only raspberry vinaigrette salad dressing, even
though the customer simply wants the familiar Thousand Island or bleu
cheese. On the other hand, if you are unfamiliar with Dr. Hawkins, this book
serves as a perfect introduction, providing profound insights that allow you
to focus on and achieve that which you desire. To those who already have a business, Doc explains that there is only one
customer we serve and why. Or if you intend to start a business one day,
this book is an invaluable resource—read it first, and then keep it handy . Upon receiving the manuscrip t, I decided to read it and apply the
principles myself. Immediately , I was reminded of those qualities that have
brought the greatest satisfaction  in my work life. I also discovered places
where I was stuck and subsequently found freedom. Several months later, I was feeling quite stressed about work, and my
wife suggested that I connect again with Doc’ s manuscript. Honestly, in the
moment her suggestion was irritating, but the following day I picked it up
and reread a section. Immediately , the stress passed. I decid ed to move
Success Is for Y ou to a permanent spot on my desk. Think of this book as a primer for business and life. It was written by a
humble man who achieved greatness; a brilliant man who channeled his
gifts into helping others, buildin g a world-renowned medical practice in the
process; and, moreover , a spiritu al man who saw in you all that you were in
this very moment. I am eternally grateful to have met Dr. Hawkins and humbled to be asked
to write these words. If you are reading them, my prayer is that this may be
that serendipitous moment when  you are introduced, or reintroduced, to an
eternal message of possibility and kindness that will serve you forever .— Wally Arnold
Founder of Popcornopolis
Founder of Illuminations
Santa Monica, California, 2015
OceanofPDF .comPREFACE
Who among us would not like to be successful? How many people do we
know who aspire to mediocrity , or worse, to fail intentionally? Likely no
one. If everyone  wants to be successful, then why do so few people attain
true success in our world? In this book, Dr. David R. Hawkins explores
these issues and offers pragmatic guidelines that direct us to the source of
real success—a way of being in the world. This manuscript was originall y drafted in 1991. Since then, almost
everything in our world has changed technologically . The proliferation of
the Internet’ s availability worldwide has made many earlier information
systems obsolet e. Nevertheless,  we will discover that the basic principles
for building success remain much the same. Dr. Hawkins enco urages us to
try these timeless principles for ourselves. Readers will see that Dr. Hawkins draws on his personal experience as a
World War II veteran, businessman, psychiatrist, and scientist to illustrate
the points he wishes to make. Some of the examples he uses naturally
reflect earlier time periods in his life. (How many movie theaters currently
use answering machines?) Still, the points he makes are not lost, despite
their references to things that more recent technology eclipses. The
combination of his humor and unpretentious communication style makes us
feel a part of the journey he lays out before us. Throughout Dr. Hawkins’ s life, he was a man committed to loving others,
reducing unnecessary suffering, and promoting others’  success. What he
accomplished in his lifetime—which was quite sizable—was a consequence
of who he was and a reflection of the integrity with which he conducted
himself. He was successful in virtually everything he undertook. Consequently , the principles he outlined in this book were born of personal
experiences across many decad es of his life and numerous ventures; they
have been proven effective. Like most super successful people, Dr.
Hawkins was humble, approacha ble, kind, generous, compassion ate, loving,joyful, humorous, and supportive of life in all of its expressions. To be in
his presence was an immeasurable gift. It is from a grateful heart that this book is offered to all who truly wish to
be successful. — Donna L. Robinson, Ph.D.
Editor
OceanofPDF .comI N T R O D U C T I O N
The Road to Fame and Fortune
I’m pleased as punch that you bought this book. Why? Because my joy in
life is delighting  and watching people prosper , grow , flourish, and become
successful. The secret of my own success is yours. Most books on the topic of success are written as “how-to” manuals. In
this world there  are three level s of existence: There is “havin g,” there is
“doing,” and there is “being.” Lots of people will tell us to “do,” but not
how to “have” out of “being.”  Once we become successful—which has
nothing to do with fame and fortune, but is actually a level of awareness
—“having” is the automatic consequence. All of the men and women we see out there frantically strug gling for
success are on the level of wanti ng to “have.” They think that the way to get
something is to desire it, and then work like crazy for it. The only reason
they “do” is so they can “have.” People can wear themselves out year after
year in the marketplace at this level of awareness; they may or may not
achieve a modicum of success. What is success? Well, I’m not impressed by the millions that others have
made. I’m impressed by the millions that they haven’ t made. To be rich and famous is so easy. It’s such a snap that it’s painful to
watch all the people out there in the world struggling, suffering, and
sacrificing fruitlessly , going around in circles when the path they’re
following is certain to lead to failure. We can tell the instant a new business opens up whether it’s going to
make it or not. The earmarks of failure are there already . Wrong place,
wrong location, wrong name, wrong motivation, wrong product, wrongtime, wrong image, wrong attitu de, wrong employees, wrong colors, wrong
design, wrong ambience, wrong  music, lousy food, poor service , long waits,
inferior quality , shoddy packaging, and on top of that, the worst mistake of
all: the obvious intent to only serve one’s own selfish interest and exploit
the public for personal gain without providing any needed service to their
lives. We have  observ ed all of the above at the restaurant we won’ t go back to,
the store we avoid, the employees who were obnoxious, the business
transactions that were perfuncto ry, and the places where we made purchases
because they were the only ones available. We can learn a lot from others’  examples. We’re going to do just that—
not only to see what the facts are in the case, but what the principles  are. This book is about principles. It’s about essences. It’s about focusing with
absolute precision. When I was in clinical practice  there was a short period of time when I
had to do “spinal taps.” These consisted of inserting a needle between the
vertebrae in the lower spine and extracting a few drops of spinal fluid for
examination under a microscop e. I had past experience in a state hospital
where I had to do them on every new admission; I’d actually done
thousands over the years. In private practice I started charging $100 per
spinal tap. When  a patient comp lained about why I charged that much when
it only took a few minutes, I stated the facts: “It was $5 for putting in the
needle and $95 to know exactly where to put it.” He laughed and said,
“Yeah, Doc, I get it.”
To “get it” mean s capacity . It means to have the capacity to demonstrate,
execute, manifest, produce, materialize, and make it happen in the world. Lots of people are full of good  ideas, but nothing happens in their lives. They don’ t have the power to make it happen. Please notice the word power . This is going to be a word of great import
to us, the centr al secret behind all that we discuss. The real difference
between “having,” “doing,” and “being” is power . We are going to examine
power , find out what it is, and learn that it is the secret ingredient that
“makes it happen.”Twelve people have the same idea, but only one makes it happen. What is
the difference? We’ve all had the experience of hearing the same advice
from several people. Suddenly , one special person says it to us and zingo! We have  it. The usual explanation was that we weren’ t “ready yet.” The
truth is that a person who has real power makes us ready . They have enough
power to overcome all of our resistances, our considerations, our delays,
our procrastinations, our indecisions, our doubts, our confusi on, our ifs,
ands, or buts—a nd make it just plain obvious to us. When we get through
listening to a person of power , we have the inner feeling that we always
knew that, which is correct. We always knew that, but a person of power
has the capacity to make us conscious of what is already within our own
minds, but in a dif ferent context. It’ s the context of “aha.”
The “aha” experience is indicative of a jumbo level of power . When we
“get” something, we get it because its voltage has just increa sed. This is
indicated intuitively by the image of a lightbulb going on over a person’ s
head. Light is power and energy. All of the energy on this plane t, whatever
its manifestation, came here via light. The power is in the light. Within this book there is enough power to get us off the runway . In fact,
there is enough power to get us off a couple of dozen runways. Fame and
fortune are alrea dy in existence within us, and all we have to do is discover
them. Now , how can this be? Because to read these words, we have to be
conscious. To be conscious, we have to be alive. The secret of certain
success is part and parcel of the energy of life itself; therefore, it exists
within us. Let’s look at an example of the differences between “having,”  “doing,”
and “being.” There was an intelligent, successful, professional man who
didn’ t learn how to dance until he was 50 years old. Before that, he would
mechanically get out there on the dance floor . Awkwardly , self-consciously ,
and with great difficulty , he would push himself around to music when he
was dragged out to do so. He took endless dancing lessons, yet he still
couldn’ t dance, nor did he experience the joy and relaxed happiness that he
saw on the faces of others. In the ’60s, disco music came  along and
freestyle dancing , which was spontaneous, became popular . Well, if the fox-
trot was intimidating, to get out there on the dance floor and just “let it all
hang out” was even more impossible for him. (He never could jitterbug
either . )One day he was at a social affair where they were playing rock music. He
avoided getting near the dance floor for fear of getting dragged out there by
some eager woman. At that point, someone he knew came up to him and
said, “Come on, you can dance.” He said, “No, I can’t. I’ve tried; I just
can’t do it.”
She knew that he had just finished a whole course of lessons  on disco
dancing at the local dance studi o, and the results had been nil. She laughed
and said, “I’ll show you how.” Then she said the magic words: “Don’ t look
at your feet. Forget about your feet; look at my face. Just move your body
the way I move my body , and forget about your legs and feet. They will
automatically go in the right place.”
He starte d to focus intensely on her expressions and the way she held her
body . He took her advice and forgot about his legs and feet. Sure enough, as
he got into her attitude, he found himself dancing! Honestly , there was
nothing to it. It was effortless. He didn’ t even think about it. It simply began
to happe n “of its own.” He bega n to dance as though he had always known
how. It was automatic. It was joyous. He felt free as a bird. Suddenly , he got
so high he could hardly believe it. He felt a surge of joy, liberation, and
energy. He danced his head of f that night! All of the inner pain of those years of suppressed and frustrated longing
to “be that way” now was over, and he made up for lost time. He went to
the disco every night, rarely getting to bed until three in the morning. This
went on for several years; he just couldn’ t stop dancing. To the amazement
of everyone, he got along on three or four hours of sleep a night and still
accomplished as much as ever during the day. He was, you might say,
getting a free ride on the increase in energy, which was really manifesting
as joy . The man’ s friend was not a dancing teacher , but she did in a matter of
seconds what all of the professionals couldn’ t do over the years. Within that
example is the secret of the book: to transmit to us how to dance so that it’s
automatic and effortless. Fame and fortune are like that; they are effortless. They’re joyful. They just happen as the result of us “getting it.” Now that
the man knew how to dance, he let it happen. He was a nonvisual person,
but as he was dancing, certain patterns would arrive within his mind, along
with ways to move his hands and his body . This kind of thing had never
happened to him before.He also discove red the secret behind “Sufi dancing.” He notice d that the
more he danced, the more energy he had. He would go to discos with a
whole group of people and wear the women out one by one; they would
leave the dance floor exhausted. The longer he danced, the more power and
energy he had. He was tireless. The only reason he went home was because
they closed the disco. He could  have kept on dancing all night long. The
inner power was “limitless.”
He found that as he danced, his body would hit a certain inner balance as
if it were moving around an invisible center . It was as though he was
balanced exactly  like a top. Once a top starts it spins effortlessl y; that’s the
way he danced. Not only did it take no energy, his energy increased. Actually , he could dance for hours and perhaps even endlessly that way. He
maybe just had to stop to eat or go to the bathroom—he didn’t know
because sometimes he danced for many hours and the inner experience
never changed. This man used to go dancing practically every night with a group of
people. One of them would frequently be the woman he danced with that
first time. They got to be well known in the major discos in town. The
owners were always eager for them to be there—they would let them in for
no charge and cater to them. The crowd would stand around having drinks,
trying to get up the courage to start dancing. We know how it is—the first
couple on the dance floor . Everyone’ s reluctant to be the only one out there. Well, the owner  of the disco would nod to this man and woman, and they
would effortlessly glide onto the dance floor in a state of joy. The state of
high joy seemed to affect everyone in the whole place. Suddenly it was as
though the lights on a stage had come on brightly . The audience would
watch for a while because, frankly , the couple was indeed super . There are no intermediate stages in fame and fortune. The minute we get
it, we’ve got it. Expressing it and watching it happen in the world are
merely the consequences of what has already happened. Success is what
happens “out there” as a consequence of what already has happened “in
here.” We already have one of the greatest secrets: The source of fame and
success is “in her e” and not “out ther e!”
We see why all the futile scram bling after success is guaranteed to fail. Such individuals are searching in the wrong place. They’re looking “out
there” when it’s not “out there” in the first place. When they look around
they see the symbols of success that others have out there— the stretchlimos, the fancy addresses, the extravagant clothes, the right clubs—and
conclude that those are the things to strive for. Yet the inner secret of
success is delight. We start the snowball rolling, and then we sit back and
watch it increase in size as it gains its own momentum. At this point I want everyone to stop trying to become a succes s. I want
you to throw away all the “how to become a success” books. I want you to
become a friendly person. It’s outrageous that we can make more money in
this world by just being friendly than we can ever make striving for success. That’ s the only thing I’m asking from you at this point: Be friendly and
have an open mind. Having an open mind is part of being friendly , isn’t it? Part of being friendly is giving the other person a chance to be heard. If
you’re willing to do that, you don’ t have a problem. When I was a kid I would go to camp every year, and every year I would
be a pollywog. I was scared to swim; I didn’ t know how. Despite all of the
swimming lesso ns, I stayed a pollywog. One day I was visiting some
friends at the lake in Wisconsin,  and we were out on their little sailboat. We
started some horseplay , as kids do, and the next thing I knew , the three of
them picked me up and threw me overboard. For a few seconds I flailed
around frantically , and then the magic moment arrived. All of a sudden, I
lay on my back, kicked my feet, and started doing the reverse breaststroke. My God, there was nothing to it! All I had to do was float and paddle along
easily . It was effortless. It was joyous. I went from pollywog to dolphin. I
could do every swimming stroke: I found myself automatically doing the
breaststroke, then I went into the Australian crawl, and then I went into the
back crawl. After that I becam e an expert swimmer . Real success is like
being a cork in the water , which rises of its own buoyancy and not by
frantic ef fort. The purpose of this book is for you to “get” the inner convi ction and
certainty that you can make money and become successful and famous if
you wish. Fame and fortune, once we have the formula, are just a matter of
getting around to it, and that’s the way it’s going to be for you. All of the
expensive weekend business conferences and consciousness trips and how-
to conve ntions that you’ve attended have contributed to your knowledge.Having facts and know-how , however , does not guarantee success. There
are other factors involved. It is these other secret factors that we are going to explore in this book. OceanofPDF .comGETTING THE BANANAS
In a well-known  experiment, a monkey was put in a cage and bananas
were placed outside the cage on the opposite side from the door, just
beyond his reach. Once the monkey spotted the bananas, the door was
opened. What happened was that the monkey stretched his arm between the
bars. He struggled and practical ly dislocated his shoulder , frantically trying
to grasp  that which was just beyond his reach. He could struggle there for
hours, weeks, or months, and it was always going to be just beyond his
reach. To get the bananas, he had to turn his back on them and walk through
the open door . We know that the minute he got that “aha” and saw the open door,
success was automatic. It’s only the manifestation of what had already
happened. The minute the monkey saw the open door, in effect he already
had the bananas. He could have and eat as many bananas as he could hold. Fame and success are exactly like that—they happen the instant we see
something. Success is the automatic expression of what has already
happened. Wha t the world considers fame and success are merely the
symbols and the outer representations of what has already “happened.”
The difficulty is that the world  confuses “out there” with “in here.” It
thinks the money , the success,  the stretch limos, and all that goes with
success are the causes instead of the effects. So people, like monkeys, strive
to reach  the bananas. If we look around us, we’ll see million s struggling
year in and year out to reach the bananas, and we have an inkling as to why. Fame and success, like happin ess, cannot be sought directly . Happiness
cannot be achiev ed by struggle; it is the automatic consequence  of an innersense of delight, joy, and satisfa ction. Happiness automatically comes from
being a certain kind of a person  and being a certain way in the world and
about life. A truly happy person  is happy no matter what. I’ve been happy
rich, and I’ve been happy poor. I’ve been happy single, and I’ve been happy
married. I’ve been happy as a student, and I’ve been happy as a teacher . The source of joy is in every moment; it is totally independen t of “out
there.” Fame and success are exactly like that. They cannot help but
happen. Once we start a snowb all rolling, it automatically goes downhill. We don’t have to do another thing about it. The precision and the balance
are effortless. Power is effortless; it is grace, poise, ease, confidence,
certainty . What the world relies on mistakenly is force. The greatest baseball hitters of all time were not known for having huge
muscles. In fact, there are millions of men with bigger biceps and shoulders
than the star players of all time. If force could do it, everyone would be
successful. If we look around the marketplace, we’ll see that everyone is
forcing themselves to the max. Power is something else. The momentum of
the bat hits the momentum of the ball with such precision that it is the
impact  that propels the winning ball. Let’s look at one of the great principles with which we are going  to work:
the differ ence between for ce and power . To know the dif ference is crucial. In World War II, the Germans assembled the greatest military force of its
time. Adolf Hitler , who relied on force, ended up insane, suicidal, disgraced,
dead, anathema to the human race, and brought defeat to the whole country . Force may create the illusion of success for a period of time—but, as in the
case of every celebrity who kills themselves, apparently the symbols of
success are not what success really is. What is the source of power? Power is something that we own within
ourselves. When  Winston Churchill catalyzed the will of the British people,
he mani fested power . Conseque ntly, Hitler ’s forces ran into power; when
force meets power , it always loses. Let’s take another example where the principle is even more clearly
delineated. That was in the meeting of the power of Mahatma Gandhi
against the force of the Britis h Empire. At the time of impact in thisencounter , the British Empire was the greatest force the world had seen. It
ruled two-thirds of the earth, yet was brought to its knees by a 90-pound
“shrimp” who was disparaged by their system as “colored.” If we
understood the difference between force and power , we could have
predicted the fall of the British Empire just from that understanding. Mahatma Gand hi was coming from a principle of universa l truth—the
equality of all men by virtue of the quality of their creation. These are the
same principles that empower the Constitution of the United States. A
universal principle is unlimited power . The British Empire was motivated by self-interest, which was limited. It
was not concern ed with the good of all mankind, or serving life, or any
other universal principle of great power . Instead it only cared about serving
its own interest s. When self-limited force, as impressive as it was in the
British Empire, met the unlimited power of the will of Mahatma Gandhi—
which solidified , unified, and catalyzed the will of the Indian people—the
defeat of the British Empire was inevitable. The political events and all that
is listed in the history books are merely the consequences; they are not the
cause. Our first really major secret is to reverse the world’ s understanding of
cause and effect. Cause, which is power , is “in here.” What we see “out
there” is merely  the consequence. It is automatic. It can’t help but happen
because of the universal laws of life. The world envies the wrong thing
when it envies the consequence. It tries to imitate, but doesn’ t know what  to
imitate. For it to work in our own lives we have to imitate the cause, not the
effect. Having bananas is the consequence, the result. It’s the “out there” of
success, which merely knows what’ s “in here.”
Once we have the secret of success, which is an “aha” expe rience of
finding the open  door, we can amuse ourselves with either mani festing it or
not in the world as it pleases us. Once we’ve achieved inner mastery , we
don’t have to prove it anymore. A real karate expert doesn’ t go out into the
street looking for fights. On the contrary , if a tough guy approac hes him, he
kids him out of it. He uses a dozen ways to avoid an encounter  because he
has absolute certainty and inner knowingness of his capacity . His assailant
doesn’ t know it, but he could break his neck in one single blow . Like the martial arts, success is effortless. It is grace. It is ease. It is poise. It is precision. It is focus. It is putting one’s finger on the exact center and
essence. It is not confusing cause and effect . . . that’s the difference. Onesecret of knowin g whether we’ve achieved this or not is the presence of joy. If we’re  tired and burned out at the end of the day, then it’s from the
monkey business of trying to grab the bananas. When we invent a better
product, the world beats a path to our door. There’ s no need to knock our
brains out. How long does it take to succeed? It takes exactly one split second. Although it may take time, for instance, to read these words, the actual
“getting it” takes only a split second. At some as-yet-unknown  instant, the
door opens and the person has the inner experience of having always
known. Once the man I mentioned earlier in the book started to dance, he
discovered that he already knew how. Psychologically , neurologically ,
anatomically , what happened? Was it that his left brain connected with his
right brain? The door opened between them? The right brain, which is like
an analo g computer and connected with knowing everythin g, was not
connected with the left brain, which is like a digital computer—limited, but
capable of linear data processin g. Left-brain dancing is a pain in the neck,
awkward, dull, exhausting, and joyless. The left brain exhausts itself,  and will exhaust us, striving for the
bananas. It gets just enough of a grip on the bananas to keep struggling. In a
way it’s unfortunate if the monkey reaches one banana out of the bunch,
because now he’s a real goner . Having once had that experience, he’s going
to be certain that the way he gets the bananas is by straining  against the
bars. He’ s going to be run by that program the rest of his days. Now we understand the state of world and why it is the way it is. It
would be a very lucky monkey indeed if he struggles and falls down
exhausted, and in his exhausted state he looks out the door and a light goes
on for him. Most of the world  has gotten just enough of the bananas to
permanently trap themselves right where they are. Therefore, in the world
of real success, there is no competition. I want to pound that idea home: In the world of real success, there is no
competition. When we hit the top of anything , there is no competition there. There are very few at the top of the pyramid. For those at the top, the world
is their oyster . What’ s the problem? If someone has the best restaurant in
town, they don’t have to struggle for success. It’s automatic. People are
lined up outside the door .If someone is the best mechanic in town, are they going to have trouble
finding jobs? No. Every garage in town is going to offer them the
opportunity to work for them because they, by this time, have developed a
following of customers. There was a mechanic in the small town where I
lived who could get a job at practically any garage in town. He had a huge
following. Wherever he went, the customers went. He was the best, and
everyone knew it. People use any excuse to avoid facing the basic issues involved here. They’ll ask, “How can I be a success in the world when I don’t have any
education? I’m only a waiter .” Okay , let’s look at waiters. I knew some
back east who were headwaiters in some of the country’ s most famous
clubs. I rememb er standing outside talking to one of them one night at two
in the morning when a big stretch limo pulled up to the curb. I thought it
must be the owner’s. Much to my surprise, the headwaiter got in and rode
off in it. It was his limo! The owner had gone home hours earlier . That headwaiter made $100,000 a year. So, if you’re going to be a waiter ,
then be the best waiter the world has ever seen. Treat all of the customers as
though they are royalty , and your success is guaranteed. We can see the
headwaiter ’s success is coming out of “the way he is with peopl e.” Sure, he
has to know the mechanics of his job; that’s a given. The difference here is
totally one of attitude. It’s one of energy, of motive; it’s one of coming from
power . The poor waiter comes from greed—he’ s always stretching for the
bananas. A real headwaiter doesn’t have to worry about money  at all, does
he? He gives. He manifests excellence. If we manifest excellence in the
world, we don’t have to worry about money at all. The world will seek us
out. We won’ t have to look for jobs. Other companies will constantly be
calling us and pestering us because we’ve got what they want; we’ve got
know-how . Once we know how to be truly successful in any single area of
life, we can become as successf ul in any other area of life if we so choose
and if it so pleases us. The technique is exactly the same. Edith Piaf was one of the great est entertainers the world has ever seen. She was the only performer I ever saw who brought a tough  New York
nightclub audience to its knees. When she sang, there wasn’ t a dry eye in
the room. She had the whole audience in the palm of her hand. She had the
power—the power to turn us on, thrill us, captivate us, and reawaken ourinner emotional experiences long forgotten. Nobody even understood her
words; she sang in French. The secret of all successful people is that they have “it.” The purpose of
this book is to discover what that “it” is. Some people have “it,” but they
don’t know they have “it.” They ’re unconscious and unaware. We all know
people who have great gifts in some area. If we ask them how they do it,
they’ll tell us they don’t know how they do it; they just do it. As far as
they’re concerned, there isn’t any other way to be. It’s simply the way they
are. The reason the how-to books fail to achieve their goals is becau se they’re
trying to describe left-brain style. They include the mechanics of moving
from cause and ef fect, but they still haven’ t put their finger on cause. I once did a booking for an organization, and their represent ative was
worried that we weren’ t going to sell all the seats in the theater . If it wasn’ t
going to be 100 percent succe ssful, I wouldn’ t have done it in the first
place. I told the person to relax, although I knew that he couldn’ t. Sure
enough, the theater was standin g room only and a smashing success. Why
not? Whatever we do from the space of inner knowing is certain before it even
happens. When  we’re on the right track, we have that absolute inner
certainty of knowing, and the outcome is already obvious to us. The Empire
State Building already existed from the moment there was agreement about
uniting behind the concept of erecting the tallest building in the world (at
that time). That concept, that agreement, that idea, that visio n, and that
excitement had within it the power to mobilize thousands of workers and
millions of dollars, and to becom e world famous and one of New York’s top
attractions. The assembling of all the monies from the bank, the workers,
the engineers, the architects, and the building materials was only the effect
within the world, which was mobilized, organized, and concretized by the
power behind it. One thing we notice about the laws of physics and the laws of the
universe is that force always creates counterforce. Right there  we’ve got
why we get exhausted. If we look at it, we can see that no force is possiblewithout a counterfor ce. Nothing can press against something unless there is
something to resist it. If there is no resistance, there is no pressure. Movement results in the delicate balance between these two forces. The
propulsion power of the jet engine comes from the lifting power of the
vacuum created by the airspeed at the top of the surface of the wings of the
airplane against  the resistance of the air in the atmosphere. Speed is the
difference between these two forces; therefore, force results in counterforce. The secret of power is that there is no resistance to power! There is the
Greek legend of Sisyphus trying to roll the rock up the side of the hill
against the force of gravity . The movement of the rock is the
mathematically calculable difference between the upward force of muscle
strength and the downward force of gravity . If the first exceeds the second,
the rock moves up the hill. If the balance is reversed, the rock moves
downhill. Trying  to climb the ladder of success and get to the pinnacle by
force is playing the Sisyphus game. All he ever got out of it was a bad case
of hemo rrhoids. Of course we all know the real end of Sisyphus’ s story . He
started drinking heavily and using a lot of drugs, and died of an overdose. A lot of the world goes that way, doesn’ t it? They had that flash of
apparent succes s and then missed the boat. They seemed to have it but
really didn’t. Why imitate them? We’re not interested in looking  at things in
cross sections only, but rather in longitudinal sections. Proof of success is
how it comes out in the end. To fly through the air and then go down the
tubes is not the way we want to go. Yet most do that in the world, don’t
they? They can’t wait to read all the silly tabloids so that they can buy the
same dress or pants, the same kind of car, go to the same restaurants, drop
the same names, and try to get in the same paper as those they read about. Futile, isn’ t it? Power doesn’ t come from facts, positions, or having anything “out
there.” Power comes from an inner position relative to those things. If we
look at it, we’ll see that there’ s no power in any of the facts of the world. It
was only how we reacted to those facts, how we felt about them, and how
they affected us that gave them power . It was our whole attitu de about it
that determined the experience. Loud music is annoying to some people and
exhilarating to others. Quality is not “out there,” but within ourselves;
therefore, success is a way of being with things. It’s a set of attitudes. It’s a
style. It’s an intention to be correctly motivated and to hold the appropriatevision. These factors will automatically guarantee success. We don’t have to
do anything about it. If we have the right attitude, everyone is going to seek us out. Everyone
will want to be with us. Everyone will clamor to come to our parties. We’ll
stop worrying whether people are going to come to the party , as most hosts
and hostesses do. We’ll know that the opposite is true: unless we keep them
out, the place is going to be mobbed. I’ll grant that we’ve obtained some bananas already . What I’m concerned
about is that we don’t have bunches of them. If we live on a tropical island
of endless banana trees, there’ s really no point in storing them. If we
collected banana s or secretly hid them someplace, the whole village would
think we were crazy . Once we get what this book is about and look around,
we’ll be highly amused. All these people are hoarding their bananas while
we meander through the banana  trees. We’ll also see how sad it is. All the
thirsty people sitting in a pool of water , all the loveless people surrounded
by love, all the poor people surrounded by money , all the failures
surrounded by success, all those  who are at the end of their rope surrounded
by opportunity . . . the only thing is that they just can’ t see it. It is set in legend that the Buddha passed on enlightenmen t without
saying a word to his follower  Mahakasyapa. At that great moment in
history , Buddha silently hand ed him a flower , and in that moment,
Mahakasyapa became enlightened. There was no striving, trying, practicing,
or straining for enlightenment. There was none of that left-br ain stuff. It
was a sudden “aha,” completely and totally an “experience.”
The Buddha came from the knowing certainty that Mahakasyapa was
already enlightened but didn’ t realize it. Now , we don’t know whether after
Mahakasyapa “got it” he went out and bought himself a stretch limo or not,
but it is obvious from the story that it would have been immaterial. If he
thought it served some purpose in the world, I’m sure he would have
purchased one. The telltale proof of what has happened is that when we
have it all, we don’ t need  anything. This brings us to looking at the whole predicament, blockade, and
obstacle of “need.” Need by its very essence is a denial of the truth about
ourselves. It is stating that we don’t know something, when in truth we
actually do; we’re just not connected with it. Once we have everything, we
don’t need anything. Once we have the formula, we don’t need to execute it
—we are, however , totally free to do so if we wish.No matter how much we strain and move our eyeballs around, we can’t
see the back of our heads. Seeing the back of our heads comes from a
totally different principle; it requires a mirror . That’ s the purpose of the
world. The world is merely a mirror in which we can see the back of our
heads. What we see as our personal world is the reflection of the principles
we’ve been holding on the level of cause, which is within our own minds. Success comes about automatically from knowing where to look. Not what
to look for, but wher e to look. We do not look at what  we have, nor at what
we do, but at what we are. Once  we find within ourselves what we’ve been
searching for , we won’ t have to bother looking “out there.”
The closest connection between things in the unconscious mind,
strangely , is the 180-degree opposite. We get the answers to a lot of
problems if we merely turn around the cart and horse. If we can suspend for
an insta nt our belief systems about cause and effect and presume for the
sake of the exercise that they are reversed, the answers will reveal
themselves in an instant. We get that “aha” feeling. Freud first noticed this
in his book on dreams back at the turn of the 20th century: One of the
mechanisms of the unconscious mind was to disguise a thing as its opposite. Flipping the coin is one of the secrets of success. Well, we’ve strained our minds so far with what sounds like theory . Theory sounds like it might be mystical, or psychological, or theoretical, or
existential, or some other term that our minds are labeling it. The reason
this is happening  is resistance. Our left brain wants to continue to run things
and be in charge. It doesn’ t want to hear that it is supposed to be merely the
servant of something greater . It doesn’ t want us to discover it. It wants us to
think that it’ s the only side of the coin. I’m telling you, there are two sides, and the left brain doesn’ t want us to
know about that. That’ s natur al. That’ s okay . So to satisfy it, we will
conclude this chapter with practical examples. The examples will satisfy the
left brain’ s need for information and to be convinced. In the meantime , what I’m really conveying here is the basic principle
behind all the examples. The left brain can’t resist that, so we’ll finesse it. Not that the left brain doesn’ t have its function of great importance; wedon’t want to put it down. The left brain executes what the whole person
knows. Lack of success comes from holding propositions as an “either -or”
instead of a “both.” In the everyday world of competition and success, it
means to stop having enemies or competitors and to stop holding them that
way. Instead, we must start holding them as pacers and sources of
inspiration. If it wasn’ t for the pacers, the greyhounds wouldn’ t run to their
maximum poten tial. Look at what we used to think of as enemies and
competitors as merely sources of inspiration. What they’re challenging is
within us—not us against them. The karate champions didn’ t master their
opponents at all. They only mastered themselves. Give up competing with anyone . The competitors are merely examples of
what can be, and are therefore energy sources. At the end of any great war,
the opposing commanders cong ratulate each other , don’t they? A champion
and a worthy opponent treat each other with honor and respect. They
address each other as generals. We can’t own that which is great within
ourselves unless  we learn to recognize it in others. After the trial, the
lawyers shake hands and often go for dinner together . The boxing
champions thank each other . A real champion like Joe Lewis  knew that
without the top-notch performan ce of his opponent, he couldn’ t possibly be
a star. Those who look like our enemies, opponents, or competitors are
actually our inspiration to become a star . To envy  someone is to say that we haven’ t got it and we hate them
because they have it. We think it’s “out there.” We’ve got to stop that this
instant. They have merely disco vered it in themselves. All we’v e got to do
is the same thing in ourselves. There are all kinds of books telling us the
keys to success are self-confide nce, a winning attitude, and the like. These
are all consequences. These are the effects of those attitudes; they are not
the cause. When we have the keys to success, we’re going to be confident,
smiling, generous, extroverted, capable, and good communicators. OceanofPDF .comTHE ANATOMY OF SUCCESS
To discover the principles involved in success, let’s take a typical
business and tear it apart. Let’s look at one with which you may be familiar
and have had a lot of experience in your own life. That way we can go
through this exercise together with the absolute certainty that you’re getting
the point I’m trying to make instantly . I have noticed that some restaurants are smashingly successful, whereas
others fold by the dozen. The failure rate of new businesses is a well-known
50 percent. Of the remaining 50 percent, a large portion is really struggling
to survive. They make it, but nobody’ s particularly happy . Out of a dozen
restaurants, the likelihood is that not more than one will become a four-star,
sought-out, famous eatery . Obvi ously the owners can write their own ticket
anywhere, as can the top chefs. Top chefs who love what they’re doing
throw themselves completely and totally into it. They are eager to learn and
to share what they have learned with others. Their motivations are to please
us, serve us, satisfy us, make us happy , and to make our evening a success. The great and successful dance bands, the ones at the top (that even the
public doesn’ t really know about) are bands like the one led by Lester
Lanin. There was no event of importance among the social-reg istry crowd
that didn’ t have the music of Lester Lanin. It was de rigueur . Everyone vied
to get his orchestra; his band was booked for years in advance. One of the
secrets of his incredible success was he played music that pleas ed listeners,
that brought out the best in them. He didn’ t play to impress himself or to
show of f.When we listen to many other bands and orchestras, we can see why they
are total failures. They’re there to impress themselves with what they can
play. They haven’ t the slighte st interest in the audience’ s dancing or
entertainment. Just watch. They play a waltz and suddenly the dance floor is
crowded—everyone gets up to waltz. Then, to our utter amaz ement, they
never play another waltz the rest of the evening. Of course not. What they
want to play is their repertoire. They want to show off their versatility . They
want to play a fast rumba that loses half the audience right there . They want
to go into some  progressive jazz, which clears the dance floor altogether . They then want do some cutesy solos and a few weird numbers that frankly
would be better left unplaye d. It’s creative, no doubt, but socially
disastrous. It’s the wrong princ iple and wrong motive, as it reflects self-
interest and an unloving attitu de, and is unsupportive of life as it is
represented by the joy and the goodnatured pleasure of the crowd. They’re
not interested in pleasing the crowd; they’re interested in being stars. In
trying to reach the bananas, they miss them. I knew a man who was a very successful musician. He later had his own
dance band and made a living throughout the Depression. I’ll tell you, when
the crowd all got up and loved to hear a slow waltz, he played lots of them. He’d say to me, “This is a waltzing crowd; let’s go.” He would trot out
every waltz until everyone was happy and satisfied. If someon e else liked
the polka, well, he’d polka their heads off all night. He didn’ t have some
kind of formula that he had to demonstrate, which meant that he had to play
one different kind of music after another . How many people out there want
to rumba? Try a few places and see. The principle here is one of observation and responsiveness. How many
times have we gone back to the same restaurant and asked for the same
thing, only to be told they don’t have it any longer? How unco nscious and
unresponsive can they get? We say to them, “Do you have espresso?” “No.”
Or they give us the usual, “The espresso machine is broken.” If anybody
wants to make a million, go into the espresso machine–fixing  business. I
once found a town in which one out of three restaurants that advertised
espresso told me that their machine was broken. If people keep coming back into the same restaurant asking, “Do you
have diet soda?” and the staff keeps telling them no, they have the key to
failure: Be deaf,  unresponsive, and unobservant. Make it a practice never toplease the customers, and be vainly and pridefully resistant to any ideas
they might pr opose. In a town where I lived, I asked for ginger ale in practically all of the
restaurants—I mean restaurants with big service bars. In some  restaurants
I’d asked dozen s of times. More than 50 percent told me repeatedly that
they didn’ t have ginger ale. Now, can you imagine having a well-stocked
bar and not having ginger ale? They always said they had 7UP. So what? I
didn’ t want 7UP . I wanted ginger ale. After a while we get resentful, right? These people don’t care about us,
it’s obvious. They don’t care if we ever have ginger ale. They have no
intention of ever pleasing us whatsoever . They are self-satisfied. As far as
they’re concerned, they’ve got it made because they’re turning a profit. No
matter what it might be, they feel they have nothing to learn. From their
perspective they’ve already arrived at success. They’ve sold out at some
miserable little level. So they make $100,000 a year, big deal. To successful
people, $100,00 0 a year is peanuts. It’s nothing at all. I have hundreds of
ideas, each one of which is worth $100,000. So what? I don’t care how much money they make, these places are failures. The
reason they survive is because  they are there. If it’s the only Mexican
restaurant in town, of course people who love Mexican food are going to go
there. Why are they going there ? Because there isn’t any other place to go. That’ s success? Phooey . You can have it. I’ve had the outrageous experience of having dinner in a restaurant and
being told that they don’t have  butter . I asked the waitress, “What is the
stuff that I’m putting on my bread? It tastes horrible.” She replied, “It’s
sweet butter .” I don’t like swee t butter; it’s horrid. It tastes like grease to
me. I want real butter. She told me, “We only have sweet butter .” I’d like to
know why they don’t have butter . What’ s wrong with these people? Are
they unconscious? Are they oblivious? Are they uneducated? The answer is
yes, to any and all of those questions. I looked at the face of the owner  of this restaurant, which was busy. After
all, tour buses went by there—certainly there was guaranteed business from
a tour bus. I saw no happiness at all. I saw no joy. I didn’ t see any radiance
of aliveness and enthusiasm for life. I saw a sourpuss. It looked to me like
he had a chronic ulcer and got migraines. I didn’ t care how much money
this guy had in the bank. This guy had settled for satisfaction. He thought
that satisfaction was happiness.Happiness is one thing; satisfaction is another . One can get satisfaction
from plunging the dagger into someone’ s heart and twisting it—that’ s
satisfaction. It’s unlikely , however , that this will result in one having a
happy life. Happiness in life is the way of holding success. It’s a whole way
of being with it. It’s a way of knowing how it occurred. When we got an
“A” grade in school because we cheated, was there happiness? Was there
success? Was there joy? Was it worth it? On a certain level, I guess, yeah,
we survived. We got through it. We passed. But there was no genuine
increase in self-esteem or anyth ing out of which success is made, such as
self-confidence, enthusiasm, and the joy of inner mastery . On the other
hand, if we studied for an exam and got an “A,” we felt pure joy. It’s
because it was legitimate. It was genuine. It was real. We knew that we
were manifesting our own power . The symbols of success in the world can be like that. An “A” because we
imitate that which works on a perfunctory level is not what we mean by
success. Money  is not importan t; it’s whether it is part of our happiness. Most wouldn’ t believe that money makes people miserable. But we all
know people for whom that’s true. Because of money , they live in fear,
vanity , pride, paranoia, arrogance, and nastiness. They’re held in contempt
by others. Some of them are pitiful. A good example of this is what happens to winners of big lotteries. The
statistics in the five-year follow-ups are disastrous: A high percentage of
them go bankrupt. A number commit suicide. The divorce rate is
astronomical. Misery , suffering, and unhappiness are the typical rules; they
were blown away and destroyed . The same happens with fame and celebrity
status: To some people it is oppressive, and to others it is a source of joy. Some people hide from autograph hounds, and other people love them. What’ s the difference? There are some people whose success we enjoy in
the world, and there are others whom we hold in contempt for their success. If a person is truly successful, we notice that we admire them as a
person. What we admi re is not what they have, not even what they do,
although that may be interesting too. Rather , it’s who they are that
impresses us. We want to conne ct with who they are because we know that
they have “it.” Unconsciously we’re hoping that “it” will rub off on us. If
we hang out with them, will we get some of that “it”? That’ s the basis of theold quote “money rubs off.” It isn’t the money that rubs off; it’s the
knowing how to manifest money that rubs of f on others. One can give money to those who don’t know that principle; however ,
they will probably be broke all over again. I learned that in the Navy during
World War II. On payday we would shoot craps. The same guys would
always lose and the same guys would always win. Pouring money into poor
people doesn’ t work. Having money is just a manifestation of an inner
attitude. Poverty is in your head; it’ s not in your checkbook. It has been said that succe ss destroys many people. That is a
misunderstanding. True success causes one’s life to flourish; false success
causes it to eventually destruct. The difference between the two is the
principle upon which it was based. The difference between getting an “A”
because we know the subject and an “A” because we had crib notes is all
the dif ference in the world. Confidence comes from knowing that we have what’ s necessary within
ourselves. Conse quently , it goes with us wherever we are. Success is going
to happe n no matter wher e we are dropped in the world. Put me in a strange
town with no money or possessions, and I guarantee within one year I’ll
have a successful enterprise. Why? Because I carry the formula in my head. It isn’ t “out there,” it’ s “in here.”
This is a point I make repeatedly . The information in this book  is shared
in a spiraling fashion and not in a straight, linear , “start here” approach. By
constantly circli ng over the same territory , we get it by sheer familiarity . We
don’t have to memorize it. By the time we’re finished, we’ll own it. It’s
ours just by sheer familiarity . It’s going to be so obvious, we’re going to
say, “Why , we always knew that.”
That’ s what this kind of learnin g involves. It’s a matter of looking in a
different directio n. It’s all the monkey has to do, isn’t it? Stop looking at
bananas. Instead, look at the open door. It’s a snap. It’s a 180-degree turn. It’s the flip side of the coin. It’s the easiest thing in the world. It’s effortless. For the monkey to get free, what does he have to do? All he has to do is fall
down and look. To some lucky  monkeys in the world, includ ing the first
time this happened to me, that’s just the way it went. I reached the point of
maximum exhaustion from trying to reach through the bars and gave up. I
fell to the floor  exhausted, and I completely and totally surrendered. The
answer stood right there so glaringly , so obviously , like the nose on my
face.Let’s get back to the restaurant. Let’s collect all these experiences at one
place, and what I’m driving at will become obvious. First of all, the
business has a name that is unique. I’m sure it pleases the vanity of the
owner . We’ll have to make up a long, fancy French name, such as La
Roulade de la Mer Fantastique . Now I’m sure this impresses  the owner ,
except nobody can pronounce it. I know a lot of businesses that have failed
because they have weird names, especially in a foreign language. We’re
always embarrassed to ask for them because we’re sure we’re
mispronouncing their name. Barrier one. The next thing to do is to not give an address and make sure not to have a
street number on the building. It would be hard to find. That’ s failure ploy
number two. Big businesses do this all the time. Here’ s an example. Pick up any object in the house, something  likeable,
and look at the manufacturer stamp. It will say, for instance: WILSON ,
CHICAGO , ILLINOIS . I suppose this brief communica tion pleases their vanity;
everyone in the world must know who Wilson of Chicago is. But to be
frank, other than their own little vanity audience, I don’t know who Wilson
of Chicago is and neither does anyone else. If I like their produ ct and want
to get more of it, I have to go through a lengthy process of finding out how
to do so. If I call information, the telephone operator doesn’ t want to give
me the address; she says she can only provide phone numbers. So that
means I have to call Wilson of Chicago, go through their impersonal
operator , be put on hold, and probably be disconnected, which means I have
to call back. I have now spent time and energy just trying to get ahold of some
business that I’m dying to spend my money at and make rich. They’ve set
up so many barriers, I wonder how they survive. Think how great it would
be if they said: WILSON  METALS (that at least tells us what they do), 2960
THIRD AVENUE , CHICAGO , ILLINOIS , and their phon e number . If they would
do me this little favor , I can easily help increase their profits and their
business. I’d see that they went through the process of another person
approaching them and imagine d what it’s like to experience that process
from beginning to end. After searching out the restaurant with the unspeakable name, hidden
behind the undisclosed address , we go through the perfunctory routine ofthe frozen-faced  hostess or her false smile. We go through her putting our
names on a waiting list or whatever the routine is. We may get obviously
shunted to the bar, where they hope to get as much money as possible out of
us for drinks before they reluctantly give us seats at tables, which, if we
duck back to the men’ s room, we’ll see are sitting there empty . Now the next thing that happens is that the men’ s room or ladies’  room is
filthy . It smells. It’s disgusting and a mess. The old saying goes, “Like the
bathroom, like the kitchen.” Already our appetite is diminished. We picture
the cooks going to the bathroom here where there’ s no soap or towels. Images of germs arise in our heads, or the flash that we might get dysentery
in this restaurant. Even if the restrooms are clean, they’re not attractive at all. They reflect
that whole puritan attitude about bathrooms being unmentionable or
functional neces sities, instead of an opportunity for creative interior design. Don’ t forget, the owners are expressing their level of caring, expertise, and
creativity via the customers’  bathroom experience. The bathroom decor
establishes beyond all doubt the restaurant’ s or business’ s class! The lousy
bathroom is a stunning present ation to us of the owners’  indifference to
their customers’  comfort, welfare, and safety , as well as the distant interest
in the quality of our overall experience of encountering us and our business. That brings us to a whole other principle. All transactions are taking
place within the field we can call “quality of experience.” To be successful,
people must focus on the quality of the customers’  experiences; not on
selling them, not on getting their money , not on closing the deal, not on
beating them, but on the quality of their experiences. When encountering
such a business,  we leave them enthused. One hallmark of success is that it
is shared. If success is not being  shared by others, then only the symbols of
success are present. We know this from our own experiences. There are
places that we share with friends because being there was a great
experience. How this great experience was expressed or manifested in a given
instance varies from situation to situation. That’ s not really what’ s
important—what’ s important is that we had a great expe rience. For
instance, I always shopped at Bashas’  supermarket. Why did I do this? Because Eddie Basha, who was the president of the company , wrote
personal letters to all his customers and published them in the newspaper . He expressed that he cared. He hired the handicapped. He seemed to haveno employee turnover whatsoever . His employees were outrageously
friendly . They boggled my mind . How could they stand there on their feet
all day? They must have been  tired, dealing with literally hundreds and
hundreds of people, yet they did not become sour, bitter , pessimistic,
impolite, or calloused. How did all those employees stay so genuinely
friendly? Well, I guess Bashas’  had “it.”
The other thing was, in the front of the store, there was convenience for
the customers. There were tables where people could sit, talk with their
friends, and read the paper . Nobody hassled them. Nobody hustled them. Nobody tried to sell them anything.
_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:

        OceanofPDF. comALSO BY  DAVID R. HA WKINS, M. D. , Ph.
The author's purpose is to share the secret of success and provide a context for all of life's experiences.
What is the author's purpose in writing this book?
The author does not define success as having fame and fortune, but rather as an effortless and automatic consequence of an inner experience.
What is the author's definition of success?
The author emphasizes that power and energy come from an inner position, and that we must focus on the quality of our own experiences and not on external factors.
What is the key to manifesting success, according to the author?
The author highlights that successful individuals come from a place of inner power and joy, whereas unsuccessful individuals are motivated by self-interest and a desire for external validation.
What is the difference between those who are successful and those who are not?
The author advises readers to focus on being a friendly and open-minded person, and to stop trying to imitate others, but rather find their own inner strength and confidence.
What is the author's advice for those who want to achieve success?