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Your Job, Psyche, Mind, Love-Life, and Body

Chapter 6 (Continued)

Investing In Self

The young man started really digging into his own job like never before. He took full command of every detail in his job and of every detail related to his job. Little did he suspect that digging into and mastering the nitty-gritty details was a direct investment in himself. Not knowing any better, he previously never really mastered the nitty-gritty details. Instead, he just did his work -- just automatically turned in his duties as he was told. Never finding the simple key to investing in himself, he had served the leaders all his adult life.

All that seemed to change as he directed his efforts to getting in and understanding the procedures, roots, purpose and reasons behind the nitty-gritty details -- the integrations behind why they were originally formed, how they currently operated, and the full and finished purpose and reasons behind how they served the business...including how they served his superiors' jobs. To do this, he reached into his superiors' realm and began understanding their areas of the business as well. Some of his superiors did not like this intense and specific digging, but they could not stop it. By digging into the completed purpose and the subtlest reasons behind every operational detail, he began to master the details. Then, with that full understanding of the full purpose of every detail, he determined whether the purpose was best served by the way a detail currently existed...or if he could improve the detail to better serve its purpose. The details now moved into his realm of control and integrations. He began to evolve into the internally guided, integrating mode. He began to think -- not just follow what was taught, but integrate what was best. He was evolving beyond leaders, discovering self.

Indeed, by mastering the nitty-gritty details, he now truly ran his job through his own integrated thinking. He dramatically improved his efficiency. Then it dawned on him: Before now, he never ran his job through his own thinking. Instead, he blindly followed. He only turned in responsibilities as he was taught.

The young man felt his competence. As this rising integrated thinker took more and more control, more and more business naturally flowed his way -- to the man in control...the burgeoning self-leader. Instead of just turning in his duties via his set, specialized routine, he aggressively took over those responsibilities and improved them. The young man's control spread over more and more of the business. His mind would never again function with static, specialized thinking in which he acted automatically in a zombie-like state, for now he discovered dynamic integrated thinking in which he passionately spread his control over and improved more and more chunks of business and success. The young man did not have the words for it, but he was becoming a market businessman, as described in Part One.

A phenomenon began to occur: In his company like in any company -- well managed or poorly managed -- responsibilities got delegated to subordinates. Yet, as he mastered and absorbed those responsibilities, more and more responsibilities flowed his way, to the man in control. That phenomenon began moving him toward success as he acquired greater and greater integrated knowledge and power.

Mastering and absorbing responsibility was a direct investment in himself and his success. Responsibilities and opportunities began to flow his way that he could never before imagine or know existed. As he rose from his specialization-trap, he knew that the success of all self-made, powerful and wealthy people grew through this phenomenon as they mastered details and absorbed responsibilities, and, as a result, opportunities flowed their way they could have never imagined. Eventually, like them, the young man would embark on unforeseen adventures into success, power, and wealth.

The young man wrote in his journal: "In any company, a person is given certain responsibilities. Those first, delegated responsibilities determine his or her capacity to eventually move forward. If the boss gives a responsibility to me, I now take that responsibility into my own realm of integrated thinking by mastering every nitty-gritty detail. I fully take over that responsibility. The average person does not.

"The average person is stuck in the following mode, and I am not. The difference is: who absorbs and masters the responsibilities given to them? My peers do not. I do. Therefore, I build my integrated knowledge and control. Especially in staid, bureaucratic companies, lazy managers like to delegate. As I take over those responsibilities, they become mine. Unbeknownst to those managers, I have begun to acquire my own mini-company."

"I will now hunt for details and responsibilities in order to steadily take over my chosen mini-company. Before now, the ghostly word `success', when it came right down to it, left me wondering `what the heck do I do?' But now, I know exactly what to do."

The young man previously did not master and absorb responsibilities (i.e., opportunities) that went his way. So all growth had stopped, and all hope had ended as nothing positive happened. As a young man, stagnation had already mercilessly engulfed him. But all that now changed; opportunities kept flowing to him. More importantly, no longer a follower but now an initiator, the young man now created his own opportunities.

The next day the young man's brother stopped by. They sat down in the living room as the young man began to talk: "Mike, I can now become anyone's `fortune teller'. I will tell you your future. It's easy, and I don't need a crystal ball. I just need to observe whether or not you leave behind leaders and discover self. I'll start off by telling you a story about Walter Chrysler:

"Walter Chrysler, founder of Chrysler Motor Company, first worked for a railroad line adjusting locomotive valves. An old veteran was training the young Walter Chrysler the highly complicated art of adjusting locomotive valves. But the old man liked the bottle too much. One evening, the old man wanted to go into town and go drinking. Suddenly, he turned to Walter and said good-bye and left for town. Surprised and confused, Walter was on his own with a pressing deadline. Adjusting locomotive valves is very complex, even for a veteran. But young Walter Chrysler did not panic. He dug into the nitty-gritty details like never before. He mastered and absorbed the giant responsibility that night. Not long thereafter, he got valve adjusting going on his own integrated thinking. Just an apprentice, he soon did better than the old veteran himself. ...The young Chrysler's decision that frightful night to dig into the details like never before and to master the responsibility of adjusting valves had planted the seeds of integrated thinking and self-leadership, which years later grew into Chrysler Motor Company.

"Integrated thinking and the road to success now seems so readily attainable and so down-to-earth simple," the young man's brother said. "Success actually requires nothing elusive. Success really all comes down to just the most simple thing: master the details and suck up responsibilities -- especially those responsibilities of my targeted mini-company."

"Precisely," the young man responded, his hand dropping to his lap with a slap of finality. "And, you don't even have to leave your security. I know you have a family to feed. You don't have to do anything risky like start your own business. At work, just dig into the details and, as you say, `suck up' the responsibilities. To show you how this process works at any level, let's say you're a construction worker. Well, you may ask skeptically, `What big-time success could I possibly get as a physical laborer?' Easy to answer you: Just take over whatever responsibility falls in front of you; take over responsibilities and make them run on your own integrations. You'll become a Charlie Bannon before you know it. Charlie Bannon, by the way, is the main character in a book called Calumet K. By mastering and taking over nitty-gritty details and responsibilities, he quickly took control of the largest construction sites -- the wealth-building nuggets -- for the company that hired him. And once you become a Charlie Bannon, you'll eventually take charge of the entire company. You'll become the president, or you'll start your own construction company. As you get hooked on integrated thinking, you'll never stop absorbing integrated knowledge and may someday become a real-estate magnate. Start off as a construction worker and end up as a Donald Trump! But the key is: whatever detail or responsibility falls in front of you, master it! And keep in mind a clear plan -- a clear target -- to take over the basic responsibilities that jell into an exciting wealth-building nugget. The sooner you take control of those interlocking basic responsibilities, the sooner you build wealth and release the creativity now buried somewhere deep in your mind.

"Walter Chrysler could have become a 60-year-old mechanic at some gas station saying, `What did I do wrong?' If so, you could trace his life's stagnation back to that night the old man left and young Chrysler did not dig into on those valves and master that responsibility. Instead, his success goes right back to that night because he did dig into the details and master that responsibility to start his journey into integrated thinking. I guess you can say that on that night, Walter Chrysler became a man.

The young man's brother said. "These past few weeks have made me rediscover an excitement for life that I had forgotten all about. I get an overwhelming sense every day of having been used for years. I feel every day that my peers are all being used and used up. I feel great, but I feel bad for them...like I wish I could help them."

The young man noticed his brother's eyes were moist and spoke: "Throughout your life, Mike, you and everyone else get caught in routine ruts. Those stagnation-traps drain the youthful excitement completely out of us. We've been squeezed into stagnation-traps because our third-generation business leaders and political leaders block all our opportunities. We never even know about those opportunities, for we know of nothing beyond our specialized jobs. And new laws and regulations stop radical forward progress of American businesses, blocking tremendous opportunities for us."

"But we elect our politicians. Do we choose this fate?" his brother asked.

"No. We've been tricked," the young man answered. "If we could, each and every one of us would unleash our potential and reap the rewards. We wouldn't spend the rest of our lives trapped in our limited jobs that leave us financially stressed out and emotionally empty."

"But, if we don't choose this fate of stagnation," his brother said, "then why don't we move up rapidly to achieve wealth and happiness?"

"We don't move up because the opportunities are not there," the young man answered. "And we don't know how to make opportunities for ourselves. We don't know how to break through specialized thinking into dynamic integrated thinking."

"Is there really any way out?" his brother asked.

"There are two ways out," the young man answered. "As destructive leaders get replaced with legitimate leaders through the Neo-Tech Party's Great Replacement Program (see Part One), then business and technology will begin to surge ahead as opportunities flood society. But as long as we are led by career politicians and their entourage of politically ambitious regulatory bureaucrats, politically fed lawyers, politically driven judges, political businessmen, political journalists, and political activists, then society and nearly everyone in that politicized society will be trapped, unable to move forward. The only ordinary people who will not suffer stagnated, wasted lives are those who discover self-leadership through integrated thinking -- the only other way out. With integrated thinking, we do not have to wait for our leaders to make opportunities for us. With integrated thinking, we will make our own opportunities!"

The Fast-Track Method

Early the next morning the young man called his two new assistants into his office: "Start this morning: List on a pad every task you perform at work for the next three days. List each task AS YOU DO THE TASK for three FULL days. After the third day, bring the list to me. We will go through your list of tasks and determine the physical movements of your job as I did. Those physical movements will become your mini-days. You will determine the time you should devote to each mini-day and will then set up your mini-day schedule."

As his excited assistants were walking out his office door, the young man added, "Do not take shortcuts! List three full days of tasks, not from memory, but as you perform the tasks. Start this morning, first thing."

After the assistants left his office, the young man thought: But what if one's job cannot be divided into mini-days? Let's say someone works a physical labor job.

He has two options, the young man realized: to stick it out where he now works, or to strive to move on toward his deepest ambitions. The young man leaned back in his chair and, in deep concentration, spoke to himself: "If he goes with the first option, then he must master any and all responsibilities that fall before him. It takes some work but can be done. He will steadily acquire more responsibility and authority. He can use that technique to take over a wealth-building job. Then he can go on the mini-day schedule."

The young man paused, leaned forward, then continued his thoughts, silently this time: But if the laborer is ready to move beyond his current job, he must do everything differently. He must think BEYOND his job about what he wants. If he wants to start his own living business, what are the physical movements to do that? He must place those physical movements, those mini-days, in the morning or in the evening, AROUND his job.

The young man next shifted his thoughts to a brand-new, powerful tool he was in the process of discovering: power-thinking made possible because of the mini-day schedule. With power-thinking, he could compile FUTURE projects into today's powerful mini-days. In other words, he was learning to compile future money into today's paychecks. Indeed, after he had been on the mini-day schedule for a couple weeks, suddenly he found himself all done with all his work by Tuesday afternoon or Wednesday morning. In a state of shock, he knew he had to create more work -- create money-making projects to fill his week! Suddenly, the young man was forced to think creatively. He had to figure out and pursue new money-making projects that never existed before. He had to rise to the next level of integrated thinking -- power-thinking.

Our minds are limited, he thought. Look at myself not long ago. My natural follow-the-leader mode blocked me from discovering integrated thinking. After integrating five or six thoughts on my own, my mind stopped integrating and needed external guidance before going further. Now, my mind goes further. I do not stop and wait for external guidance. Instead, I use my own self-guidance through power-thinking. I never stop moving forward. I keep on integrating more projects and keep on making more income.

The ordinary person can MAINTAIN his specialized job with automatic or externally guided routines and traditional schedules, he thought. But to CREATE and BUILD my success requires power-thinking and the mini-day schedule.

Without removing a simple, deep-rooted limitation -- the traditional schedule -- major success would have forever stayed out of reach, he realized. After making that realization, he wrote the following journal entry:

"Man's deep-rooted tendencies for automatic or external guidance previously kept me tied to the traditional schedule that essentially provided automatic, external guidance as I simply reacted to the business around me. Filled to my capacity using the physically disjointed traditional schedule, I could look and feel busy and important. Yet I only MAINTAINED my job for the leaders and built nothing for myself."

That weekend the young man's brother came over. The young man said, "Do I have a treat for you!" He went on to tell his brother about the mini-day/power-thinking team. Then, he showed his brother his own schedule. Indeed, with power-thinking his journey into money and power quickly took off. "I get more done in a week than I used to in three months," he told his brother. "But most amazingly, I am creating brand-new money-making projects now. I can't describe to you what that feels like!"

"You don't have to," his brother said. "I'll find out. Do you realize what you're creating here? You're going to free all ordinary working people. Man, this is exciting!"

Window To Creativity

The young man recalled a story his dad once told him about Charles Nash. His father had given the young man an audio-cassette tape that same night called The Dream Maker: William C. Durant, Founder of General Motors. The young man now pulled out that tape and listened again to the story of Charles Nash, who had gone to work for William Durant before Durant founded General Motors, back in the late 1800s when Durant owned the Durant-Dort Carriage Company that built the carriages that horses pulled:

"In 1890, a 26-year-old man named Charles Nash began work in the blacksmith's department. His first job was pounding iron. Within a few days he walked into Durant's easily accessible office. 'I'm wasting time,' he said. 'You can get a power hammer there. It would cost about $35.00 and do more pounding in a day than I can do in a month!' Durant took the suggestion and Nash was moved over to working on a drill press that prepared cart braces for attachment. The next time Durant came through the shop, he stopped at Nash's machine. It looked like none of the others. Nash had rigged it with an overhead spring and a treadle that left both his hands free while working and doubled the output. Durant weighed the implications of this: `Charlie,' he said, `We'll get another man here. See if you can't straighten out the trimming department for me.' Promoted to the headship of that department, Nash wrestled with the problem of heavy expenditures on tacks. He found the answer in a short time. The carpenters held the tacks in their mouths while working. The cheap, roughly finished brand the company was using cut their lips and tongues and they would spit them on the floor in exasperation, and lose them. A better grade tack proved the remedy. ...So Nash went on probing, correcting, climbing up to the highest supervisory ranks."

As it turns out, Nash went on to become, in 1910, the President of Buick; in 1912, the President of General Motors; and then four years later he left General Motors to start Nash Motors Company. Many of us still remember the Nash Rambler. Nash Motors Company later evolved into American Motors.

The young man now understood Charles Nash's rise from the lowest ranks to the highest possible ranks and then beyond: Nash broke the code; he saw through the window to creativity. Indeed, everything Nash did, he thought in numbers: First, he weighed the cost of a power hammer versus the cost of his own labor. Second, he figured out a creative drill-press attachment in order to double output. Third, he determined how to spend more money on better tacks to decrease loses and improve profits. Nash befriended numbers and listened to their story!

Using numbers as his window to creativity, this young, inexperienced novice could see business advancements in a few days that veterans could not see in their whole lives. The numbers-integrating mode quickly lifted Nash out of the specialized routine-rut trap of pounding iron all day long. That routine rut had trapped others for many years...and would have trapped them for life if not for rising creative thinkers like Charles Nash who pulled up society, standards of living, and opportunities for everyone.

While thinking about Nash, suddenly an earth-moving thought shook the young man: All great value producers came to a point in their lives where they suddenly discovered this window to creativity! They all reached a point in their lives where all they wanted to do was study the numbers, the young man realized. He had read about, for instance, how late into the night a young John D. Rockefeller could be seen hovering over a desk covered with accounting and marketing numbers. Rockefeller always said he had discovered `a whole other fascinating world' through the numbers. And that was when business took on great excitement for him. ...Of course!

Suddenly, the young man spotted a common denominator that snapped together all of history's most successful people. They all hit that magical point early in their careers like John D. Rockefeller when they discovered a whole new creative world through the numbers: Pierre S. du Pont, Henry Ford, Andrew Carnegie, William C. Durant, Juan Trippe, Alfred P. Sloan, J. Paul Getty, Jay Gould, Milton Hershey, Walter Chrysler, Thomas Watson, Harold Geneen, Robert E. Wood. "Of course!" the young man cried out. "They all were looking through the window to creativity!"

Looking through that window unlocked Nash's creativity to, among other things, rig the drill press and double output. If not for looking at the details in terms of improving the numbers, Nash would have never seen through them to the creative side. He would have just kept pounding away, forever blocked from creativity, forever in a rut. Instead, looking through the window to creativity in everything he did -- that is, always looking at the story of the numbers -- he eventually unlocked the creativity that led to the designing and manufacturing of his own cars...cars such as the Nash Rambler once driven all over America's roads. That mega creativity and talent would have forever remained behind a wall, trapped inside a dark corner of Nash's mind had he not discovered the window to his creativity. ...The young man now knew that powerful creativity exists in all of us -- locked inside a dark corner of our minds as we blindly serve our leaders.

"This is it," the young man wrote in his diary. "I've discovered the real freeing mechanism. Breaking the code of numbers gives me a whole new level of almost total independence."

The following days at work, the young man broke from any residual trace of the externally guided or following mode. For, now numbers became his compass for internal guidance. "Seek numbers," he kept telling himself. "Seek the story that the numbers reveal!" He knew he must become emotionally tied to numbers, for becoming motivated over improving the numbers would free his creativity.

Like Nash, he started small by studying the details and how they were done in relation to their pay off. Then he would improve that pay off. Like Nash, he quickly brought new efficiencies to his company. His window to creativity revealed advancements that even veterans did not see. He soon found himself pushing beyond operations into the powerful leagues of product development and marketing. Every day, he could not wait to read the latest story of the numbers.

He combined his efforts of mastering details and absorbing responsibilities with linking them to the numbers -- to their costs/efficiencies. The young man wrote about this new phenomenon in his journal: "I measure everything by numbers now. What a whole new world! A few months ago, I could not move forward without a boss or manager directing me. But now, my numbers-integrating mode puts me in an aggressive internally guided mode. With numbers as my guide, I target business advancements with bulls-eye accuracy. I move forward on my own, through my own creativity. Being a winner is fun!"

The young man told his brother, "Numbers ultimately drive the entire company -- the marketing, product/advertising development, operations, and personnel. You must make it second nature to measure everything by numbers. Also, you should embrace a numbers mini-day to learn about the marketing data, return on investment, costs to do procedures...even the littlest procedures in operations. The act of confronting the numbers may initially leave you staring at your desk, not knowing what to do. But that time is not wasted. You are learning how to break a code. Once successful, you will open your window to creativity. Schedule that numbers mini-day briefly, once a week at first. Slowly, over the next few weeks, you'll begin to uncover ways to penetrate that mini-day, new ways to learn about and understand numbers, new ways to accumulate data, new ways to know what your area of the business is telling you, new ways to use those numbers to elevate your area of the business...maybe even new ways to improve the service or product, eventually new ways to market it.

"You must study/calculate numbers/efficiencies in all areas of the company, including the numbers as they pertain to operations and to personnel -- the pay out to the payoff. So, set up that numbers mini-day at once. Get familiar with numbers, ask questions, do not be afraid of seeming naive. For, you'll soon know more, much more, than those blinded veterans of whom you ask the questions. You'll begin to see advancements they'll never see. Measuring everything by numbers, you may even rise to the top like Charles Nash. In any case, you will become a prosperous self-leader. With numbers as your guide, you no longer need external guidance. Notice your growing sense of independence."

Chapter 6 Continues

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