God-Man: Our Final Evolution

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Fourth Ultimate Gift: We Excel In The Careers Of Our Dreams

Ordinary People, Extraordinary Jobs

Consider that you, your neighbor, your son or daughter in high school could handle my schedule. You could easily make phone calls, write letters, go through the in-basket and stay on my schedule. Yes, you could sit down tomorrow in the seat of a high-powered entrepreneur and orchestrate his highly complex job. With the 21st-century division-of-labor schedule, any great career could be yours. In my Fourth Vision, all ordinary people orchestrated dynamic, dream-building mini-companies.

Let us look at the underlying concept that allowed ordinary people to handle dynamic entrepreneurial jobs under tomorrow's new code. Go back for a moment to the eighteenth-century economist Adam Smith who identified that dividing labor into smaller and smaller units could build wealth at greater and greater speeds. Throughout the Industrial Revolution, society divided labor into smaller and smaller units -- into the physical movements of survival -- and became highly integrated. For instance, many people now worked for each individual making his clothes, farming his food, building his home, making his tools, his furniture and so on instead of each individual doing it all himself as done centuries ago.

As society became highly integrated through dividing labor, the economy became increasingly successful, and the act of living became increasingly easy. For instance, the street sweeper in the late 20th century lived with better choices of food, clothes, entertainment, travel than the aristocrats a few hundred years ago, even a few decades ago. Indeed, the division of labor changed the world forever. The division of labor caused the Industrial Revolution that eventually made America the most integrated thus the most prosperous civilization in history.

In the early 1900s, Henry Ford catapulted the power of the Industrial Revolution. Ford Motor Company divided labor into the smallest possible units -- into the physical movements of production -- and created the world's most integrated production method: the assembly-line.

The assembly-line integrated literally every split second of production. Dividing labor down to the precision movement of the rivet man, for instance, greatly intensified and simplified each split second for a tighter and tighter, no-waste integrated system. As Ford divided labor into smaller and smaller movements, his business went through production records with greater and greater profits. Indeed, the division of labor made Ford Motor Company the most integrated thus the most prosperous car company in the world.

My physically streamlined money-making factory also captured the essence behind America's rise to power and Ford Motor Company's rise to dominance. Of course, only tomorrow's living jobs, not today's non-living routine ruts, could successfully accommodate the dynamic division-of-labor schedule, the money-making factory for manufacturing money and success. You see, without money-making purpose -- the "DNA" of a living job -- then the physical movements to making money could not really exist; instead, we would remain bound to the same narrow set of specialized tasks day after day after day. We would continue in an automatically reacting, bicameral-like mode, powerless and impotent at making money. In tomorrow's living jobs, however, we captured the division-of-labor power that lifted the world to modern prosperity...captured it in our daily schedules for our own fast-track to success. (Yet, as you will see, this power was just the beginning, for later in this chapter you will witness the multiplying power of the mind.)

Putting Life Under Iron-Grip Control

In my Vision, the key concept behind this power in tomorrow's living jobs was the mini-day. For example, I put life under immediate, iron-grip control by treating each of my six movements as a separate day, or mini-day. Treating each mini-day as a full day in itself, I started each mini-day on time and ended each mini-day on time. When the mini-day time was up, that day was over, regardless of the amount of tasks that were or were not completed. For, the physical movements, not tasks, were integrated to time. Remember, I established the most beneficial relationship of those physical movements to time. Therefore, I did not let one mini-day get more time, for another would get less, which if continued for long would force the integration to get off, force the imbalance of physical movements, force missed tasks needed to complete the integration like cars with missed lug nuts coming off the production-line. By staying strict with the mini-days, I was forced to stay integrated.

I ran a calculated, serious mini-company consistently building wealth week by week instead of comically chasing tasks day by day. I had my personal assembly-line of productivity in place and turned it on each day. Immediately I felt good. I negated that annoying uncertainty that some work may not get done. I rapidly moved through the tightly integrated tasks of six mini-days. Again, look at my schedule on page 187. It was called the mini-day schedule:

The physically integrated tasks lit up like a fuse racing to the powder. What took two hours rushing disjointedly before took 15 minutes after some experience with the straight-arrow mini-day schedule. My whole day caught fire. Each mini-day was the opposite of the overwhelming, traditional all-day schedule in which lethargy set in like hand-building a whole car. Instead, I attacked each organized movement like the rivet man. Task followed integrated task at high speed with no hesitation. And knowing that once the mini-day ended, time was up for another 24 hours, added to the intensity. Like cramming for a final-exam deadline, the mini-day deadlines throughout the day stimulated tremendous natural intensity.

Now the question arose: What money-making project do I go after next? How, exactly, do I go about building my mini-company? The answer lay in the "RNA Phenomenon". Let's bring on the power of the mind:

The "RNA Phenomenon"

A living cell contains RNA, the genetic-code messenger. RNA attaches itself to a protein-generating factory and pours in it the information of what exactly to generate. During the Fourth Vision, I witnessed a similar process in tomorrow's living jobs as power-thinking poured into the money-generating factory, the mini-day schedule, exactly what to generate.

Looking from the Fourth Vision back over the 20th century, the old code's traditional daily schedule quickly filled to its capacity and could only react day by day to the job at hand. The new code's mini-day schedule, by contrast, rarely filled to its capacity. Racing through streamlined tasks, I was done with all my week's work by Tuesday afternoon. I was stunned. With nothing left to do, I began to think creatively. I began to uncover new money-making projects through power-thinking.

With the mini-day schedule intact, I began reaching out and quickly pulled in future wealth, goals, projects through power-thinking. For example, I reached out and handled among other things a large, complex project overseas. I initiated major marketing programs in England and Ireland. The new programs were complex and could take many months to start. Instead, I did the following: I focused in my mind the end result. I actually saw in my head the completed project right up to the hundreds of thousands of marketing packages filling a containerized truck being lifted into the ship. In seeing that finished project, I swiftly began to see what I needed to do to achieve that full container. I began focusing on the suppliers I needed to contact, the shipping routes I needed to uncover, the postal systems I needed to work with, the schedules I needed to orchestrate.

I thought about and imaged in my mind as many steps as possible to achieve that container full of my marketing packages and wrote the steps down. I called that list of steps my power-thinking list. But my power-thinking list turned into so much more than just projecting ahead, for I fed the projections into the high-intensity action units -- the mini-days -- that quickly got done. The results pulled me up the ranks as I moved through important projects that other workers and competitors just thought about.

Indeed, I determined the task or tasks needed to complete the first step listed on my power-thinking list, then injected the task(s) into the proper mini-day(s). I then did that for each step listed on my power-thinking list. I quickly took control.

In one day I did, among several other things, the following: During my phone-call mini-day I called the major printing consultant in Ireland, contacted the marketing manager of the Irish An Post, called a printer in England and discussed a large test mailing; during my letter-writing mini-day I drafted a letter to the Irish postal authorities; during the operations mini-day I organized some data to indicate what mailing lists I would consider using; during the accounting mini-day I did a brief cost analysis on mailing abroad; during my meeting mini-day I discussed the overseas possibilities with my in-house mailing list broker to set her in action, I also reviewed with two executive officers the tentative plan with nearly a full-scale layout. I did all that among other productive tasks in one day. I did more in one day toward completing that project than most would do in a month. By the next day, people on both sides of the Atlantic were moving into action, all moving the project toward completion.

The New Dimension

My high-capacity mini-day schedule opened to me the whole new dimension of power-thinking. I could suddenly power-think large, major projects and rapidly move them into action. I left my previous self in the dust, for my previous low-capacity traditional schedule blocked me from power-thinking new money-making projects as I barely kept up with my routine job. Before, I just reacted to business. I was just an ordinary guy. Now, I controlled and built business. I had become an in-house entrepreneur for the company I then worked for. The founder of the company was so impressed that he promptly gave me a major promotion, pay increase, and bonus. ...Yet anyone could have done it. With the mini-day/power-thinking team, you or your son or daughter (save for actual hands-on experience) could have done what I did that day.

The results of power-thinking just pulled me up the hierarchy. After 2001, ordinary people with power-thinking put lucrative projects through their mini-day production-lines each week that people today would not even think about in their entire lives. Those in-house entrepreneurs tomorrow dynamically cranked out several projects at a time as they compiled future projects into that week's mini-days. Tomorrow, people on the mini-day/power-thinking team running their mini-companies, as I witnessed in the Fourth Vision, built exciting success under the new code instead of just maintaining a boring job under the old code.

Imagine that not long after I discovered the mini-day/power-thinking team in my Fourth Vision, I had 22 projects on my power-thinking list. Underneath those projects were 150 steps needed to accomplish those 22 projects. Within one week, every step was accomplished or moved into flowing action. Before the mini-day/power-thinking team, I had problems just keeping up with my routine work, trapped in a routine rut, sinking in stagnation, no way to even think about just one forward-movement project in one week. How did I go from not accomplishing one project to 22 lucrative projects a week? That was quite a leap.

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