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

CHADE-MENG TAN

Illustrations by Colin Goh

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ISBN	978–0–06–211692–5  978–0–06–220456–1 (int’l)
Copyright©	2012 by Chade-Meng Tan

PRAISE FOR

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

world.”

—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

intelligence.

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

Cover

Title Page

Dedication

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

Index

Acknowledgments

Notes

Recommended Reading and Resources

Praise

Copyright

About the Publisher

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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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Copyright©	2012 by Charles Duhigg

 ABOUT THE AUTHOR

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 rhspeakers@randomhouse.com.

PROLOGUE

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

http://www.thepowerofhabit.com.) 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

Cover

Title Page

Copyright

Dedication

PROLOGUE

The Habit Cure

PART ONE

The Habits of Individuals

1. THE HABIT LOOP

How Habits Work

2. THE CRAVING BRAIN

How to Create New Habits

3. THE GOLDEN RULE OF HABIT CHANGE

Why Transformation Occurs

PART TWO

The Habits of Successful Organizations

4. KEYSTONE HABITS, OR THE BALLAD OF PAUL O’NEILL

Which Habits Matter Most

5. STARBUCKS AND THE HABIT OF SUCCESS

When Willpower Becomes Automatic

6. THE POWER OF A CRISIS

How Leaders Create Habits Through Accident

and Design

7. HOW TARGET KNOWS WHAT YOU WANT BEFORE YOU DO

When Companies Predict (and Manipulate) Habits

PART THREE

The Habits of Societies

8. SADDLEBACK CHURCH AND THE

MONTGOMERY BUS BOYCOTT

How Movements Happen

9. THE NEUROLOGY OF FREE WILL

Are We Responsible for Our Habits?

APPENDIX

A Reader’s Guide to Using These Ideas

Acknowledgments

A Note on Sources

Notes

Bookscreen

Introduction

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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Copyright©	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 www.thebetterlife.com, 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.

Introduction

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

Introduction

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

UPDATED: PRODUCTIVITY AND THE ART OF ACHIEVEMENT

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

Acknowledgments

About Dean

Bookscreen

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

Price	3.00
Pages	527 p
File Size	5,739 KB
File Type	PDF format
ISBN-10  ISBN-13	0-06-051640-2 (pbk.)  978-0-06-051640-6 (pbk.)
Copyright©	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 www.AuthorTracker.com for exclusive information on your

favorite HarperCollins authors.

About the Publisher

Australia

HarperCollins Publishers (Australia) Pty. Ltd.

25 Ryde Road (P.O. Box 321)

Pymble, NSW 2073, Australia

www.harpercollins.com.au/ebooks

Canada

HarperCollins Canada

2 Bloor Street East -20th Floor

Toronto, ON, M4W, 1A8, Canada

http://www.harpercollins.ca

New Zealand

HarperCollins Publishers (New Zealand) Limited

P.O. Box 1

Auckland, New Zealand

http://www.harpercollins.co.nz

United Kingdom

HarperCollins Publishers Ltd.

HarperCollins Publishers Ltd.

77-85 Fulham Palace Road

London, W6 8JB, UK

http://www.harpercollins.co.uk

United States

HarperCollins Publishers Inc.

10 East 53rd Street

New York, NY 10022

http://www.harpercollins.com

Preface

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.

JCC and JIP

Stanford, California

March 1994

Table of Contents

Cover

Title Page

Dedication

Introduction to the Paperback Edition

Preface

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

Index

Acknowledgments

About the Authors

Back Ad

Author’s Note

More Praise for Built to Last

Credits

Copyright

About the Publisher

Bookscreen

MORE PRAISE FOR BUILT TO LAST

“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.”

—Training

“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.”

—Inc.

“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.”

—Booklist