Showing posts with label Habits. Show all posts

The Unexpected Path to Achieving Success, Happiness (and World Peace)


Illustrations by Colin Goh
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 978–0–06–220456–1 (int’l) 
 2012 by Chade-Meng Tan 

Search Inside Yourself
“As human beings we are capable of positive change. Google engineer Chade-
Meng Tan’s book, Search Inside Yourself, which creatively blends the ancient
meditative practice of mindfulness with the contemporary field of emotional
intelligence, shows that to avoid certain kinds of results, you need to change the
conditions that give rise to them. If you change the habitual patterns of your
mind, you can change their resulting attitudes and emotions and find peace and
inner happiness.”
—His Holiness the Dalai Lama
“This is a book offering much good advice. I most appreciate Meng’s insight that
expressing compassion for others brings happiness to oneself as well.”
—Jimmy Carter, 39th president of the United States
“At a time when so many books are being published on such subjects as
leadership, strategy, governance, and other topics, I applaud Chade-Meng for
daring to undertake the writing of such a book on ‘emotional intelligence,’
within which lies the core essence of knowing oneself. The advice and practices
he offers will help improve all aspects of our lives and in the process lead to a
world where greater peace and happiness are possible.”
—S. R. Nathan, 6th president of Singapore
“This book and the course it’s based on represent one of the greatest aspects of
Google’s culture—that one individual with a great idea can really change the
—Eric Schmidt, executive chairman of Google
“Meng is like a wise and humorous monk who will continue to inspire you for
years after you close the pages of his book. Written with the needs of today’s
world in mind, Search Inside Yourself offers practical and proven tools wrapped
in the gift of timeless wisdom.”
—John Mackey, co-chief executive officer and co-founder of Whole Foods Market
“Combining timeless wisdom with modern science, Chade-Meng Tan has
created an entertaining and practical guide to success and happiness.”
—Deepak Chopra
“Mahatma Gandhi said to turn the spotlight, the searchlight, inwards.
Meng has done it, showing us how to join him in following these peaceful
and profound, loving and compassionate footsteps in developing the mindfulbased
emotional wisdom that can help us be serene and feel in harmony, and
contribute to a better world. Practical, accessible, broad, and deep; with his Inner
Search tools, tips, techniques—and delightful illustrations—our friend has made
a truly awakening contribution to this troubled cacophonous Over-Information
Age. I heartily recommend it to all those aspiring to self-mastery, attention
training and focus, spiritual wisdom, and the joy-path of the wakeful life through
everyday enlightened living. Seek, and ye shall find. This book is one of the very
best places to start.”
—Lama Surya Das
“This book reveals a key part of the secret behind the success of Google. It is a
touchstone for those of us interested in revolutionizing the many outdated
institutions and systems in our country. Whether we are trying to create positive
change in education, health care, the corporate realm, or in our personal
relationships, Search Inside Yourself teaches us that external positive change can
only happen if we each individually spend time each day cultivating a better
understanding of our own inner world.”
—Tim Ryan, U.S. congressman and author of A Mindful Nation
“Full of humor and humility, wisdom and mindfulness, Chade-Meng Tan’s book
is a compelling read, but more importantly, it’s a valuable operating manual for
living a good life. Rarely have I read a book that’s full of so much intelligence
and emotion. I want to be Meng when I grow up!”
—Chip Conley, founder of Joie de Vivre Hotels and author of Emotional Equations
“Search Inside Yourself is a practical guide to the fundamentals of emotional
intelligence. This book has the potential to change lives and deliver happiness.”
—Tony Hsieh, New York Times bestselling author of Delivering Happiness
and CEO of Zappos
“Chade-Meng Tan has a voice that modern people can readily listen to:
consciousness informed with science. More than that, he has something to say of
real importance for our time—that global peace depends on the personal
experience that meditation leads to. Old wisdom is presented here with a
provocative and startling freshness. The way to enlightenment begins with
waking up. Meng is doing this with passion, humor, and generosity of mind.
This is a book to read, share, laugh with, and celebrate.”
—Father Laurence Freeman, OSB, director of the World Community for
Christian Meditation
“There is more to be discovered inside of ourselves than we will ever find by
searching anywhere else, and the challenge is in learning how to look. In a
simple and plainspoken way, Meng has crafted an elegant invitation we can all
use to take that journey.”
—Scott Kriens, chairman of Juniper Networks and director of 1440 Foundation
“Meng inspires all with his modesty, humor, intelligence, and—dare I say it?—
love. Meeting Meng, I experienced a kind of radiant vicarious love. In this book,
you too can have a vicarious love affair with some of Meng’s spiritual friends:
wisdom, compassion, and equanimity.
Meng shows you where the tools are hidden inside of you, mapping your
way with the precise logic of an engineer, encouraging you with the compassion
of a longtime meditator, and in an ironic twist, seducing you to press ‘pause’ on
the incessant drone of technology and modernity in the outside world, just long
enough to find joy within you in the ancient wisdom, on the path eternal.”
—Larry Brilliant, president of the Skoll Global Threats Fund
“Chade-Meng has written an excellent book that should be read by everyone.
This great work restores emotional intelligence and its underlying traits,
compassion, awareness, and empathy, or at least underscores the need for these
attributes in our society. It is no surprise that the best venture capitalists and
entrepreneurs I know all possess the attributes that Chade-Meng alludes to. In
my opinion, this is one of the best works ever in personal development and a
refreshing change from so much verbiage out there in other works. Read this
book, and it will profoundly change your life.”
—Tan Yinglan, author of The Way of the VC and Chinnovation
“I began reading his book with a somewhat patronizing attitude, like an uncle
going through a nephew’s writings. As I leafed through the pages, I found
myself sitting up, poring over the words more carefully and reflecting on what
he had to say with increasing seriousness. When I visited Qom a couple of years
ago, a Grand Ayatollah gave as his parting words to me: May you find what you
seek. I have long thought about what the Grand Ayatollah said. Chade-Meng’s
book has pointed me in the right direction.”
—Brigadier-General George Yeo, former minister for foreign affairs, Singapore

Attention Training
Attention is the basis of all higher cognitive and emotional abilities. Therefore,
any curriculum for training emotional intelligence has to begin with attention
training. The idea is to train attention to create a quality of mind that is calm and
clear at the same time. That quality of mind forms the foundation for emotional

Self-Knowledge and Self-Mastery
Use your trained attention to create high-resolution perception into your own
cognitive and emotive processes. With that, you become able to observe your
thought stream and the process of emotion with high clarity, and to do so
objectively from a third-person perspective. Once you can do that, you create the
type of deep self-knowledge that eventually enables self-mastery.

Creating Useful Mental Habits
Imagine whenever you meet anybody, your habitual, instinctive first thought is, I
wish for this person to be happy. Having such habits changes everything at
work, because this sincere goodwill is picked up unconsciously by others, and
you create the type of trust that leads to highly productive collaborations. Such
habits can be volitionally trained.

In creating Search Inside Yourself, we collected some of the best scientific
data and gathered some of the best minds on the topic to create a curriculum that
is proven to work. You will not want to miss this; it may change your life. Like, seriously.
I am confident that this book will be a valuable resource for you as you
embark on your exciting journey. I hope your journey will be fun and profitable.
And, yes, that it will contribute to world peace too.

Table of Contents

Title Page
Foreword by Daniel Goleman
Foreword by Jon Kabat-Zinn
Introduction: Searching Inside Yourself
One: Even an Engineer Can Thrive on Emotional Intelligence
Two: Breathing as if Your Life Depends on It
Three: Mindfulness Without Butt on Cushion
Four: All-Natural, Organic Self-Confidence
Five: Riding Your Emotions like a Horse
Six: Making Profits, Rowing Across Oceans, and Changing the World
Seven: Empathy and the Monkey Business of Brain Tangos
Eight: Being Effective and Loved at the Same Time
Nine: Three Easy Steps to World Peace
Epilogue: Save the World in Your Free Time
Recommended Reading and Resources
About the Publisher


EPub Edition © APRIL 2012 ISBN 9780062121424

Why We Do What We Do in Life and Business

Charles Duhigg

1. Habit. 2. Habit—Social aspects. 3. Change (Psychology)
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 2012 by Charles Duhigg 

CHARLES DUHIGG is an investigative reporter for The New York Times,
where he contributes to the newspaper and the magazine. He authored or
contributed to Golden Opportunities (2007), a series of articles that examined
how companies are trying to take advantage of aging Americans, The Reckoning
(2008), which studied the causes and outcomes of the financial crisis, and Toxic
Waters (2009), about the worsening pollution in American waters and regulators’ response.
For his work, Mr. Duhigg has received the National Academies of Sciences,
National Journalism, George Polk, Gerald Loeb, and other awards, and he was
part of a team of finalists for the 2009 Pulitzer Prize. He has appeared on This
American Life, The Dr. Oz Show, NPR, The NewsHour with Jim Lehrer, and Frontline.
Mr. Duhigg is a graduate of Harvard Business School and Yale University.
Before becoming a journalist, Mr. Duhigg worked in private equity and—for one
terrifying day—was a bike messenger in San Francisco.
Mr. Duhigg can acquire bad habits—most notably regarding fried foods—
within minutes, and lives in Brooklyn with his wife, a marine biologist, and their
two sons, whose habits include waking at 5:00 A.M., flinging food at
dinnertime, and smiling perfectly.
CHARLES DUHIGG is available for select readings and lectures. To
inquire about a possible appearance, please contact the Random House Speakers
Bureau at 212-572-2013 or

The Habit Cure
She was the scientists’ favorite participant.
Lisa Allen, according to her file, was thirty-four years old, had started
smoking and drinking when she was sixteen, and had struggled with obesity for
most of her life. At one point, in her mid-twenties, collection agencies were
hounding her to recover $10,000 in debts. An old résumé listed her longest job
as lasting less than a year.

The woman in front of the researchers today, however, was lean and vibrant,
with the toned legs of a runner. She looked a decade younger than the photos in
her chart and like she could out-exercise anyone in the room. According to the
most recent report in her file, Lisa had no outstanding debts, didn’t drink, and
was in her thirty-ninth month at a graphic design firm.
“How long since your last cigarette?” one of the physicians asked, starting
down the list of questions Lisa answered every time she came to this laboratory
outside Bethesda, Maryland.
“Almost four years,” she said, “and I’ve lost sixty pounds and run a
marathon since then.” She’d also started a master’s degree and bought a home. It
had been an eventful stretch.
The scientists in the room included neurologists, psychologists, geneticists,
and a sociologist. For the past three years, with funding from the National
Institutes of Health, they had poked and prodded Lisa and more than two dozen
other former smokers, chronic overeaters, problem drinkers, obsessive shoppers,
and people with other destructive habits. All of the participants had one thing in
common: They had remade their lives in relatively short periods of time. The
researchers wanted to understand how. So they measured subjects’ vital signs,
installed video cameras inside their homes to watch their daily routines,
sequenced portions of their DNA, and, with technologies that allowed them to
peer inside people’s skulls in real time, watched as blood and electrical impulses
flowed through their brains while they were exposed to temptations such as
cigarette smoke and lavish meals.prl.1 The researchers’ goal was to figure out
how habits work on a neurological level—and what it took to make them change.

“I know you’ve told this story a dozen times,” the doctor said to Lisa, “but
some of my colleagues have only heard it secondhand. Would you mind
describing again how you gave up cigarettes?”
“Sure,” Lisa said. “It started in Cairo.” The vacation had been something of
a rash decision, she explained. A few months earlier, her husband had come
home from work and announced that he was leaving her because he was in love
with another woman. It took Lisa a while to process the betrayal and absorb the
fact that she was actually getting a divorce. There was a period of mourning,
then a period of obsessively spying on him, following his new girlfriend around
town, calling her after midnight and hanging up. Then there was the evening
Lisa showed up at the girlfriend’s house, drunk, pounding on her door and
screaming that she was going to burn the condo down.
“It wasn’t a great time for me,” Lisa said. “I had always wanted to see the
pyramids, and my credit cards weren’t maxed out yet, so … ”
On her first morning in Cairo, Lisa woke at dawn to the sound of the call to
prayer from a nearby mosque. It was pitch black inside her hotel room. Half
blind and jet-lagged, she reached for a cigarette.
She was so disoriented that she didn’t realize—until she smelled burning
plastic—that she was trying to light a pen, not a Marlboro. She had spent the
past four months crying, binge eating, unable to sleep, and feeling ashamed,
helpless, depressed, and angry, all at once. Lying in bed, she broke down. “It was
like this wave of sadness,” she said. “I felt like everything I had ever wanted had
crumbled. I couldn’t even smoke right.
“And then I started thinking about my ex-husband, and how hard it would
be to find another job when I got back, and how much I was going to hate it and
how unhealthy I felt all the time. I got up and knocked over a water jug and it
shattered on the floor, and I started crying even harder. I felt desperate, like I had
to change something, at least one thing I could control.”
She showered and left the hotel. As she rode through Cairo’s rutted streets
in a taxi and then onto the dirt roads leading to the Sphinx, the pyramids of Giza,
and the vast, endless desert around them, her self-pity, for a brief moment, gave
way. She needed a goal in her life, she thought. Something to work toward.
So she decided, sitting in the taxi, that she would come back to Egypt and
trek through the desert.
It was a crazy idea, Lisa knew. She was out of shape, overweight, with no
money in the bank. She didn’t know the name of the desert she was looking at or
if such a trip was possible. None of that mattered, though. She needed something
to focus on. Lisa decided that she would give herself one year to prepare. And to
survive such an expedition, she was certain she would have to make sacrifices.
In particular, she would need to quit smoking.
When Lisa finally made her way across the desert eleven months later—in
an air-conditioned and motorized tour with a half-dozen other people, mind you
—the caravan carried so much water, food, tents, maps, global positioning
systems, and two-way radios that throwing in a carton of cigarettes wouldn’t
have made much of a difference.
But in the taxi, Lisa didn’t know that. And to the scientists at the laboratory,
the details of her trek weren’t relevant. Because for reasons they were just
beginning to understand, that one small shift in Lisa’s perception that day in
Cairo—the conviction that she had to give up smoking to accomplish her goal—
had touched off a series of changes that would ultimately radiate out to every
part of her life. Over the next six months, she would replace smoking with
jogging, and that, in turn, changed how she ate, worked, slept, saved money,
scheduled her workdays, planned for the future, and so on. She would start
running half-marathons, and then a marathon, go back to school, buy a house,
and get engaged. Eventually she was recruited into the scientists’ study, and
when researchers began examining images of Lisa’s brain, they saw something
remarkable: One set of neurological patterns—her old habits—had been
overridden by new patterns. They could still see the neural activity of her old
behaviors, but those impulses were crowded out by new urges. As Lisa’s habits
changed, so had her brain.
It wasn’t the trip to Cairo that had caused the shift, scientists were
convinced, or the divorce or desert trek. It was that Lisa had focused on
changing just one habit—smoking—at first. Everyone in the study had gone
through a similar process. By focusing on one pattern—what is known as a
“keystone habit”—Lisa had taught herself how to reprogram the other routines
in her life, as well.
It’s not just individuals who are capable of such shifts. When companies
focus on changing habits, whole organizations can transform. Firms such as
Procter & Gamble, Starbucks, Alcoa, and Target have seized on this insight to
influence how work gets done, how employees communicate, and—without
customers realizing it—the way people shop.
“I want to show you one of your most recent scans,” a researcher told Lisa
near the end of her exam. He pulled up a picture on a computer screen that
showed images from inside her head. “When you see food, these areas”—he
pointed to a place near the center of her brain—“which are associated with
craving and hunger, are still active. Your brain still produces the urges that made
you overeat.
“However, there’s new activity in this area”—he pointed to the region
closest to her forehead—“where we believe behavioral inhibition and selfdiscipline
starts. That activity has become more pronounced each time you’ve come in.”
Lisa was the scientists’ favorite participant because her brain scans were so
compelling, so useful in creating a map of where behavioral patterns—habits—
reside within our minds. “You’re helping us understand how a decision becomes
an automatic behavior,” the doctor told her.
Everyone in the room felt like they were on the brink of something
important. And they were.
When you woke up this morning, what did you do first? Did you hop in the
shower, check your email, or grab a doughnut from the kitchen counter? Did you
brush your teeth before or after you toweled off? Tie the left or right shoe first?
What did you say to your kids on your way out the door? Which route did you
drive to work? When you got to your desk, did you deal with email, chat with a
colleague, or jump into writing a memo? Salad or hamburger for lunch? When
you got home, did you put on your sneakers and go for a run, or pour yourself a
drink and eat dinner in front of the TV?
“All our life, so far as it has definite form, is but a mass of habits,” William
James wrote in 1892.prl.2 Most of the choices we make each day may feel like
the products of well-considered decision making, but they’re not. They’re habits.
And though each habit means relatively little on its own, over time, the meals we
order, what we say to our kids each night, whether we save or spend, how often
we exercise, and the way we organize our thoughts and work routines have
enormous impacts on our health, productivity, financial security, and happiness.
One paper published by a Duke University researcher in 2006 found that more
than 40 percent of the actions people performed each day weren’t actual
decisions, but habits.prl.3
William James—like countless others, from Aristotle to Oprah—spent much
of his life trying to understand why habits exist. But only in the past two decades
have scientists and marketers really begun understanding how habits work—and
more important, how they change.
This book is divided into three parts. The first section focuses on how habits
emerge within individual lives. It explores the neurology of habit formation, how
to build new habits and change old ones, and the methods, for instance, that one
ad man used to push toothbrushing from an obscure practice into a national
obsession. It shows how Procter & Gamble turned a spray named Febreze into a
billion-dollar business by taking advantage of consumers’ habitual urges, how
Alcoholics Anonymous reforms lives by attacking habits at the core of addiction,
and how coach Tony Dungy reversed the fortunes of the worst team in the
National Football League by focusing on his players’ automatic reactions to
subtle on-field cues.
The second part examines the habits of successful companies and
organizations. It details how an executive named Paul O’Neill—before he
became treasury secretary—remade a struggling aluminum manufacturer into the
top performer in the Dow Jones Industrial Average by focusing on one keystone
habit, and how Starbucks turned a high school dropout into a top manager by
instilling habits designed to strengthen his willpower. It describes why even the
most talented surgeons can make catastrophic mistakes when a hospital’s
organizational habits go awry.
The third part looks at the habits of societies. It recounts how Martin Luther
King, Jr., and the civil rights movement succeeded, in part, by changing the
ingrained social habits of Montgomery, Alabama—and why a similar focus
helped a young pastor named Rick Warren build the nation’s largest church in
Saddleback Valley, California. Finally, it explores thorny ethical questions, such
as whether a murderer in Britain should go free if he can convincingly argue that
his habits led him to kill.
Each chapter revolves around a central argument: Habits can be changed, if
we understand how they work.
This book draws on hundreds of academic studies, interviews with more
than three hundred scientists and executives, and research conducted at dozens
of companies. (For an index of resources, please see the book’s notes and It focuses on habits as they are technically
defined: the choices that all of us deliberately make at some point, and then stop
thinking about but continue doing, often every day. At one point, we all
consciously decided how much to eat and what to focus on when we got to the
office, how often to have a drink or when to go for a jog. Then we stopped
making a choice, and the behavior became automatic. It’s a natural consequence
of our neurology. And by understanding how it happens, you can rebuild those
patterns in whichever way you choose.

I first became interested in the science of habits eight years ago, as a
newspaper reporter in Baghdad. The U.S. military, it occurred to me as I watched
it in action, is one of the biggest habit-formation experiments in history.prl.4
Basic training teaches soldiers carefully designed habits for how to shoot, think,
and communicate under fire. On the battlefield, every command that’s issued
draws on behaviors practiced to the point of automation. The entire organization
relies on endlessly rehearsed routines for building bases, setting strategic
priorities, and deciding how to respond to attacks. In those early days of the war,
when the insurgency was spreading and death tolls were mounting, commanders
were looking for habits they could instill among soldiers and Iraqis that might
create a durable peace.
I had been in Iraq for about two months when I heard about an officer
conducting an impromptu habit modification program in Kufa, a small city
ninety miles south of the capital. He was an army major who had analyzed
videotapes of recent riots and had identified a pattern: Violence was usually
preceded by a crowd of Iraqis gathering in a plaza or other open space and, over
the course of several hours, growing in size. Food vendors would show up, as
well as spectators. Then, someone would throw a rock or a bottle and all hell
would break loose.
When the major met with Kufa’s mayor, he made an odd request: Could
they keep food vendors out of the plazas? Sure, the mayor said. A few weeks
later, a small crowd gathered near the Masjid al-Kufa, or Great Mosque of Kufa.
Throughout the afternoon, it grew in size. Some people started chanting angry
slogans. Iraqi police, sensing trouble, radioed the base and asked U.S. troops to
stand by. At dusk, the crowd started getting restless and hungry. People looked
for the kebab sellers normally filling the plaza, but there were none to be found.
The spectators left. The chanters became dispirited. By 8 P.M., everyone was gone.

When I visited the base near Kufa, I talked to the major. You wouldn’t
necessarily think about a crowd’s dynamics in terms of habits, he told me. But he
had spent his entire career getting drilled in the psychology of habit formation.
At boot camp, he had absorbed habits for loading his weapon, falling asleep
in a war zone, maintaining focus amid the chaos of battle, and making decisions
while exhausted and overwhelmed. He had attended classes that taught him
habits for saving money, exercising each day, and communicating with
bunkmates. As he moved up the ranks, he learned the importance of
organizational habits in ensuring that subordinates could make decisions without
constantly asking permission, and how the right routines made it easier to work
alongside people he normally couldn’t stand. And now, as an impromptu nation
builder, he was seeing how crowds and cultures abided by many of the same
rules. In some sense, he said, a community was a giant collection of habits
occurring among thousands of people that, depending on how they’re influenced,
could result in violence or peace. In addition to removing the food vendors, he
had launched dozens of different experiments in Kufa to influence residents’
habits. There hadn’t been a riot since he arrived.
“Understanding habits is the most important thing I’ve learned in the army,”
the major told me. “It’s changed everything about how I see the world. You want
to fall asleep fast and wake up feeling good? Pay attention to your nighttime
patterns and what you automatically do when you get up. You want to make
running easy? Create triggers to make it a routine. I drill my kids on this stuff.
My wife and I write out habit plans for our marriage. This is all we talk about in
command meetings. Not one person in Kufa would have told me that we could
influence crowds by taking away the kebab stands, but once you see everything
as a bunch of habits, it’s like someone gave you a flashlight and a crowbar and
you can get to work.”
The major was a small man from Georgia. He was perpetually spitting either
sunflower seeds or chewing tobacco into a cup. He told me that prior to entering
the military, his best career option had been repairing telephone lines, or,
possibly, becoming a methamphetamine entrepreneur, a path some of his high
school peers had chosen to less success. Now, he oversaw eight hundred troops
in one of the most sophisticated fighting organizations on earth.
“I’m telling you, if a hick like me can learn this stuff, anyone can. I tell my
soldiers all the time, there’s nothing you can’t do if you get the habits right.”
In the past decade, our understanding of the neurology and psychology of
habits and the way patterns work within our lives, societies, and organizations
has expanded in ways we couldn’t have imagined fifty years ago. We now know
why habits emerge, how they change, and the science behind their mechanics.
We know how to break them into parts and rebuild them to our specifications.
We understand how to make people eat less, exercise more, work more
efficiently, and live healthier lives. Transforming a habit isn’t necessarily easy or
quick. It isn’t always simple.
But it is possible. And now we understand how.

Table of Contents
Title Page

The Habit Cure
The Habits of Individuals
How Habits Work
How to Create New Habits
Why Transformation Occurs
The Habits of Successful Organizations
Which Habits Matter Most
When Willpower Becomes Automatic
How Leaders Create Habits Through Accident
and Design
When Companies Predict (and Manipulate) Habits
The Habits of Societies
How Movements Happen
Are We Responsible for Our Habits?
A Reader’s Guide to Using These Ideas
A Note on Sources


The Power of Habit is a work of nonfiction. Nonetheless, some names and
personal characteristics of individuals or events have been changed in order to
disguise identities. Any resulting resemblance to persons living or dead is
entirely coincidental and unintentional.

- The Gateway to Wealth & Prosperity -

Dean Graziosi

Subjects: LCSH: 

Finance, Personal. | Millionaires. | Wealth. | Success.

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 2019 by Dean Graziosi 

About the Author
If Dean Graziosi can make it, so can anyone. His story should give people
hope as well as realistic expectations that they too can reach their full potential
and live their own version of the American dream. Born in a little town in
upstate New York, about 70 miles from New York City, Dean was raised in a
family with financial hardships. At one point, he even lived in a bathroom with his father.

Struggling with minimal money, dealing with his parents’ multiple marriages,
and adjusting to over 20 moves by the time he was 19, Dean didn’t have a
chance to attend college nor did he feel he was smart enough to do so. But after
years of ongoing inspirational messages from his grandmother Carmella Fanizzi
Post, Dean adopted the belief that he could do anything, and that there were no
limits. She implored him not to stress about the past, but rather invent his own future.
Dean took the one asset he did have, determination for a better life, and went
on to become an extremely successful entrepreneur, real estate mogul, multiple
New York Times bestselling author, success trainer, and world traveler, speaking
on stages for up to 15,000 people. He is the author of the bestselling books
Totally Fulfilled, Be a Real Estate Millionaire, Thirty Days to Real Estate Cash,
Your Town, Your Profits, and Profit from Real Estate Right Now. Dean also has
done a weekly wisdom video series on success every Monday for the last eight
years inspiring millions of people around the world.

None of this would have happened without Dean’s greatest gift: his past.
From his dyslexia to his feelings of inferiority to growing up insecure because of
financial struggles, Dean developed the unique ability to create easy-to-follow
success recipes. It’s been Dean’s gift to share these techniques that can allow
people to live life to their full potential.

Dean lives in Phoenix, Arizona, with his two children. He coaches Little
League and softball and attends as many of his kids’ events as humanly possible.
He’s also the creator of, a 30-day challenge that helps
people make small shifts in their habits each day so that in 30 days, they can be
on a path to wealth, abundance, and the life they deserve.

When I decided to sit down and write a book exposing the raw, unfiltered
habits that took me from generations of hardworking yet struggling family
members to more success than I ever imagined possible for one man to achieve,
I hoped it would make an impact on those who read it. But I have to be honest—
I never imagined this book would become one of the best-selling books in the
world and go viral. As I write this quick little update at the start of the book to
let you know about two new chapters I’ve added, this book has well over
300,000 copies shipped and growing fast. Don’t just dabble with this book.

Don’t just read the first few chapters and put it off until another day. Devour this
book and put the lessons in to play in your life. And I almost forgot, the book got
even better with two never-before-seen chapters on productivity and how to outhustle
and outperform everyone around you. This is your time. Make it real!
In the spring of 1944, a boy who we’ll call J.P. was born to immigrant parents
in a rough neighborhood in the heart of Los Angeles. Before J.P. was two years
old, his parents divorced, his mother struggled financially, and by the time he
was nine years old, J.P. was out on the streets looking for a way to help his mom
make ends meet. Newspapers, flowerpots, Christmas cards—you name it, he
most likely tried to sell it. When his mother could no longer take care of J.P. and
his brother, the boys were placed in a foster home.

As a teenager with no parental guidance, J.P. fell in with the wrong crowd,
joined a local gang, and struggled to pass his classes as a student at John
Marshall High School in Los Angeles. One day in 11th grade, J.P.’s high school
teacher caught him and his friend Michelle goofing off and passing notes in
class. He made them stand in front of the class while he proclaimed, “See these
two? Don’t hang around them because they’re not going to amount to anything.

Table of Contents

CHAPTER 1: The Time Is Right to Change Your Habits
CHAPTER 2: The Foundation for All Success
CHAPTER 3: The Villain Within
CHAPTER 4: The Power of Your Story
CHAPTER 5: Awaken the Inner Hero
CHAPTER 6: One Shining Goal
CHAPTER 7: Attraction and Persuasion
CHAPTER 8: After the “Yes”
CHAPTER 9: The Power of Happiness
CHAPTER 10: The Quick Hacks to Success
CHAPTER 11: The Challenge
CHAPTER 12: It Has to Be a Heck Yes or a Hell No
CHAPTER 13: The Truest Form of Productivity and Why You Need to Master It
About Dean

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Praise for 
Millionaire SUCCESS Habits  “In this book there are amazing recipes 
to get the life you want faster, easier, and with less stress. 
Read it and live rich!”
— David Bach, nine-time New York Times best-selling author and financial expert
“In this incredibly inspiring book, Dean Graziosi gives us the key to greater
happiness, wealth, and freedom. A must-read.”

— Brendon Burchard, # 1 New York Times best-selling author and world’s leading high-performance
coach “Dean is a compassionate, experienced guide who wants you to win. This book is packed with heart, energy, and hard-won wisdom that will transform your life. A must-read for anyone who wants to take control of their life.”

— Marie Forleo, entrepreneur, author, philanthropist, and founder of MarieTV and B-School, inspiring
tens of millions to create a business and life they love “Dean Graziosi has the unique ability to take what others make so complicated and boil it down to a recipe for success that anyone can follow.”

— Larry King, award-winning television and radio host

- Successful habits of visionary companies -

James C. Collins & Jerry I. Porras

1. Success in business—United States. 2. Industrial management—United States. 3. Entrepreneurship—United States.

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Book Details
 527 p
 File Size 
 5,739 KB
 File Type
 PDF format
 0-06-051640-2 (pbk.)
 978-0-06-051640-6 (pbk.) 
 1994, 1997, 2002 by James C. 
 Collins and Jerry I. Porras.

About the Authors
JIM COLLINS is a student and teacher of enduring great companies—
how they grow, how they attain superior performance, and how
good companies can become great companies. The author of the
national bestseller Good to Great, his work has been featured in
Fortune, the Economist, USA Today, and Harvard Business Review.

JERRY I. PORRAS is the Lane Professor of Organizational Behavior
and Change, Emeritus, at the Stanford University Graduate School of
Business where he has served as associate dean for academic a􀀯airs
and frequent executive education teacher. He studies ways of
aligning companies around their purpose and core values to
produce lasting high performance.
Visit for exclusive information on your
favorite HarperCollins authors.

About the Publisher
HarperCollins Publishers (Australia) Pty. Ltd.
25 Ryde Road (P.O. Box 321)
Pymble, NSW 2073, Australia
HarperCollins Canada
2 Bloor Street East -20th Floor
Toronto, ON, M4W, 1A8, Canada
New Zealand
HarperCollins Publishers (New Zealand) Limited
P.O. Box 1
Auckland, New Zealand
United Kingdom
HarperCollins Publishers Ltd.
HarperCollins Publishers Ltd.
77-85 Fulham Palace Road
London, W6 8JB, UK
United States
HarperCollins Publishers Inc.
10 East 53rd Street
New York, NY 10022

We believe every CEO, manager, and entrepreneur in the world
should read this book. So should every board member, consultant,
investor, journalist, business student, and anyone else interested in
the distinguishing characteristics of the world’s most enduring and
successful corporations. We make this bold claim not because we
wrote this book, but because of what these companies have to teach.

We did something in researching and writing this book that, to
our knowledge, has never been done before. We took a set of truly
exceptional companies that have stood the test of the time—the
average founding date being 1897—and studied them from their
very beginnings, through all phases of their development to the
present day; and we studied them in comparison to another set of
good companies that had the same shot in life, but didn’t attain
quite the same stature. We looked at them as start-ups. We looked
at them as midsize companies. We looked at them as large
companies. We looked at them as they negotiated dramatic changes
in the world around them—world wars, depressions, revolutionary
technologies, cultural upheavals. And throughout we kept asking,
“What makes the truly exceptional companies different from the other companies?”

We wanted to go beyond the incessant barrage of management
buzzwords and fads of the day. We set out to discover the timeless
management principles that have consistently distinguished
outstanding companies. Along the way, we found that many of
today’s “new” or “innovative” management methods really aren’t
new at all. Many of today’s buzzwords—employee ownership,
empowerment, continuous improvement, TQM, common vision,
shared values, and others—are repackaged and updated versions of
practices that date back, in some cases, to the 1800s.
practices that date back, in some cases, to the 1800s.

Yet, much of what we found surprised us—even shocked us at
times. Widely held myths fell by the dozen. Traditional frameworks
buckled and cracked. Midway through the project, we found
ourselves disoriented, as evidence 􀀵ew in the face of many of our
own preconceptions and prior “knowledge.” We had to unlearn
before we could learn. We had to toss out old frameworks and
build new ones, sometimes from the ground up. It took six years.
But it was worth every minute.

As we look back on our 􀀸ndings, one giant realization towers
above all the others: Just about anyone can be a key protagonist in
building an extraordinary business institution. The lessons of these
companies can be learned and applied by the vast majority of
managers at all levels. Gone forever—at least in our eyes—is the
debilitating perspective that the trajectory of a company depends
on whether it is led by people ordained with rare and mysterious
qualities that cannot be learned by others.

We hope you take many things from this book. We hope the
hundreds of speci􀀸c examples will stimulate you to immediately
take action in your own organization. We hope the concepts and
frameworks will embed themselves in your mind and help guide
your thinking. We hope you take away pearls of wisdom that you
can pass along to others. But, above all, we hope you take away
con􀀸dence and inspiration that the lessons herein do not just apply
to “other people.” You can learn them. You can apply them. You
can build a visionary company.
Stanford, California
March 1994

Table of Contents
Title Page
Introduction to the Paperback Edition

Chapter 1: The Best of the Best
Chapter 2: Clock Building, Not Time Telling
Interlude: No “Tyranny of the OR”
Chapter 3: More Than Profits
Chapter 4: Preserve the Core/Stimulate Progress
Chapter 5: Big Hairy Audacious Goals
Chapter 6: Cult-Like Cultures
Chapter 7: Try a Lot of Stuff and Keep What Works
Chapter 8: Home-Grown Management
Chapter 9: Good Enough Never Is
Chapter 10: The End of the Beginning
Chapter 11: Building the Vision

Epilogue: Frequently Asked Questions
Appendix 1: Research Issues
Appendix 2: Founding Roots of Visionary
Companies and Comparison Companies
Companies and Comparison Companies
Appendix 3: Tables
Appendix 4: Chapter Notes
About the Authors
Back Ad
Author’s Note
More Praise for Built to Last
About the Publisher

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“The great value of Built to Last is that no one before
had ever taken a look at what makes these companies
successful.... There’s a lot of common sense here,
which seems more important in the end than the
latest management theory of the month.”
—Don Kazak, Palo Alto Weekly
“You’ll get much corporate lore here that will help
you stump your friends and impress your colleagues.
But don’t read this book for its trivia value; read it for
its ideas. Collins and Porras’ provocative analysis will
get you thinking. And, more important, itching to
apply these ideas in your own organization.”
“Built to Last is a well-developed treatise on corporate
longevity, and an apt meditation on organizing with values in mind.”
—Michael Pellecchia, Business Monday,
San Jose Mercury News
“Built to Last is powerful and swift reading, and
jammed with the best practices of those companies
who have ‘gone gold.’ It belongs on your list if you
share their longing to ‘build to last.’”
—Terry O’Keefe, Atlanta Business Journal
“[Built to Last] is the sort of book that makes an
immediate strong impression; it’s the kind CEOs buy
immediate strong impression; it’s the kind CEOs buy
by the dozens, if not the hundreds. Simply and
straightforwardly, Mr. Collins and Mr. Porras make
their point, support it, and get out of the way.... The
lessons are here to be learned, for CEOs, managers and
entrepreneurs alike. If you want to build your
organization to last, you can, and this book will
provide a good blueprint.”
—Jim Scheller, City Business
“The In Search of Excellence for the 1990s has arrived. It is Built to Last.”
“This high-energy, deeply researched book makes
‘vision’ an operational component in a manager’s tool
kit. After six years of delving into the ‘secrets’ of 18
visionary companies (average lifespan of 90 years),
Collins and Porras deliver a staccato array of lessons
that can be applied at almost any level.”
—Thomas L. Brown, Industry Week
“Built to Last will open a whole new window on
what it takes to create and achieve long-lasting
greatness as a visionary corporation.”
—Edgar H. Schein, International Business
“What [Collins and Porras] make a case for in Built to
Last is no less than a revolution in our understanding
of what makes companies successful over the long haul.”
—Nancy Sheperdson, Chicago Tribune
“Collins and Porras demonstrate the hows of good
management in detail, with readable case histories
(IBM, Merck, Motorola, Walt Disney, among others)
and studies of contrasting corporations, and they
include guidelines for those striving for long-lasting success.”
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