Lesson Thirteen CO-OPERATION

YOU have failed many
times? How fortunate!
You ought to know, by
now, some of the
things NOT to do.

“You Can Do It if You Believe You Can!”

CO-OPERATION is the beginning of all organized
effort. As was stated in the second lesson of this
course, Andrew Carnegie accumulated a gigantic
fortune through the co-operative efforts of a small
group of men numbering not more than a score.

You, too, can learn how to use this principle.

There are two forms of Co-operation to which
your attention will be directed in this lesson; namely:

First, the Co-operation between people who group
themselves together or form alliances for the purpose
of attaining a given end, under the principles known
as the Law of the Master Mind.

Second, the Co-operation between the conscious
and the subconscious minds, which forms a reasonable
hypothesis of man’s ability to contact, communicate
with and draw upon infinite intelligence.

To one who has not given serious thought to this
subject, the foregoing hypothesis may seem
unreasonable: but follow the evidence of its
soundness, and study the facts upon which the
hypothesis is based, and then draw your own
conclusions.

Let us begin with a brief review of the physical
construction of the body:

“We know that the whole body is traversed by a
network of nerves which serve as the channels of
communication between the indwelling spiritual ego,
which we call mind, and the functions of the external
organism.

“This nervous system is dual. One system, known
as the Sympathetic, is the channel for all those
activities which are not consciously directed by our
volition, such as the operation of the digestive organs,
the repair of the daily wear and tear of the tissues, and
the like.

“The other system, known as the Voluntary or
Cerebro-spinal system, is the channel through which
we receive conscious perception from the physical
senses and exercise control over the movements of the
body. This system has its center in the brain, while
the other has its center in the ganglionic mass at the
back of the stomach known as the solar plexus, and
sometimes spoken of as the abdominal brain. The
cerebro-spinal system is the channel of our volitional
or conscious mental action, and the sympathetic
system is the channel of that mental action which
unconsciously supports the vital functions of the
body.

“Thus the cerebro-spinal system is the organ of
the conscious mind and the sympathetic is that of the
subconscious mind.

“But the interaction of conscious and sub-
conscious minds requires a similar interaction between
the corresponding systems of nerves, and one
conspicuous connection by which this is provided is
the “vagus” nerve. This nerve passes out of the
cerebral region as a portion of the voluntary system,
and through it we control the vocal organs; then it
passes onward to the thorax, sending out branches to
the heart and lungs; and finally, passing through the
diaphragm, it loses the outer coating which
distinguishes the nerves of the voluntary system and
becomes identified with those of the sympathetic
system, so forming a connecting link between the two
and making the man physically a single entity.

“Similarly different areas of the brain indicate
their connection with the objective and subjective
activities of the mind respectively, and, speaking in a
general way, we may assign the frontal portion of the
brain to the former, and the posterior portion to the
latter, while the intermediate portion partakes of the
character of both.

“The intuitional faculty has its correspondence in
the upper area of the brain, situated between the
frontal and the posterior portions, and,
physiologically speaking, it is here that intuitive ideas
find entrance. These, at first, are more or less
unformed and generalized in character, but are,
nevertheless, perceived by the conscious mind;
otherwise, we should not be aware of them at all. Then
the effort of Nature is to bring these ideas into more
definite and usable shape, so the conscious mind lays
hold on them and induces a corresponding vibratory
current in the voluntary system of nerves, and this in
turn induces a similar current in the involuntary
system, thus handing the idea over to the subjective
mind. The vibratory current which had first descended
from the apex of the brain to the frontal brain and thus
through the voluntary system to the solar plexus is
now reversed and ascends from the solar plexus
through the sympathetic system to the posterior brain,
this return current indicating the action of the
subjective mind.”

If we were to remove the surface portion of the
apex of the brain we should find immediately below it
the shining belt of brain substance called the “corpus
callous.” This is the point of union between the
subjective and objective, and, as the current returns
from the solar plexus to this point, it is restored to the
objective portion of the brain in a fresh form which it
has acquired by the silent alchemy of the subjective
mind. Thus the conception which was at first only
vaguely recognized is restored to the objective mind
in a definite and workable form, and then the
objective mind, acting through the frontal brain – the
area of comparison and analysis – proceeds to work
upon a clearly perceived idea and to bring out the
potentialities that are latent in it. [Judge T. Toward,
in The Edinburgh Lectures on Mental Science]

The term “subjective mind” is the same as the
term “sub-conscious mind,” and the term “objective
mind” is the same as the term “conscious mind.”

Please understand these different terms.

By studying this dual system through which the
body transmits energy, we discover the exact points at
which the two systems are connected, and the manner
in which we may transmit a thought from the
conscious to the subconscious mind.

This Co-operative dual nervous system is the
most important form of co-operation known to man;
for it is through the aid of this system that the
principle of evolution carries on its work of
developing accurate thought, as described in Lesson
Eleven.

When you impress any idea on your sub-conscious
mind, through the principle of Auto-suggestion, you
do so with the aid of this dual nervous system: and
when your sub-conscious mind works out a definite
plan of any desire with which you impress it, the plan
is delivered back to your conscious mind through this
same dual nervous system.

This Co-operative system of nerves literally
constitutes a direct line of communication between
your ordinary conscious mind and infinite
intelligence.

Knowing, from my own previous experience as a
beginner in the study of this subject, how difficult it
is to accept the hypothesis here described, I will
illustrate the soundness of the hypothesis in a simple
way that you can both understand and demonstrate for
yourself.

Before going to sleep at night impress upon your
mind the desire to arise the next morning at a given
hour, say at four A.M., and if your impression is
accompanied by a positive determination to arise at
that hour, your sub-conscious mind will register the
impression and awaken you at precisely that time.

Now the question might well be asked:

“If I ran impress my sub-conscious mind with the
desire to arise at a specified time and it will awaken
me at that time, why do I not form the habit of
impressing it with other and more important desires?”

If you will ask yourself this question, and insist
upon an answer, you will find yourself very near, if

YOU can not scare a man
who is at peace with God,
his fellow men and
himself. There is no room
for fear in such a man’s
heart. When fear finds a
welcome there is
something that needs awakening.

not on the pathway that leads to the secret door to
knowledge, as described in Lesson Eleven.

We will now take up the subject of Co-operation
between men who unite, or group themselves together
for the purpose of attaining a given end. In the second
lesson of this course we referred to this sort of
cooperation as organized effort.

This course touches some phase of co-operation
in practically every lesson. This result was inevitable
for the reason that the object of the course is to help
the student develop power, and power is developed
only through organized effort.

We are living in an age of co-operative effort.
Nearly all successful businesses are conducted under
some form of co-operation. The same is true in the
field of industry and finance, as well as in the
professional field.

Doctors and lawyers have their alliances for
mutual aid and protection in the form of Bar
Associations and Medical Associations.

The bankers have both local and national
Associations for their mutual aid and advancement.

The retail merchants have their Associations for
the same purpose.

The automobile owners have grouped themselves
into Clubs and Associations.

The Printers have their Associations; the
plumbers have theirs and the coal dealers have theirs.

Co-operation is the object of all these
Associations.

The laboring men have their unions and those
who supply the working capital and superintend the
efforts of laboring men have their alliances, under
various names.

Nations have their co-operative alliances,
although they do not appear to have yet discovered the
full meaning of “co-operation.” The attempt of the
late President Wilson to perfect the League of
Nations, followed by the efforts of the late President
Harding to perfect the same idea under the name of
the World Court, indicates the trend of the times in
the direction of co-operation.

It is slowly becoming obvious to man that those
who most efficiently apply the principle of co-
operative effort survive longest, and, that this
principle applies from the lowest form of animal life
to the highest form of human endeavor.

Mr. Carnegie, and Mr. Rockefeller, and Mr. Ford
have taught the business man the value of co-operative
effort; that is, they have taught all who cared to
observe, the principle through which they accumulated
vast fortunes.

Co-operation is the very foundation of all
successful leadership. Henry Ford’s most tangible
asset is the well organized agency force that he has
established. This organization not only provides him
with an outlet for all the automobiles he can
manufacture, but, of greater importance still, it
provides him with financial power sufficient to meet
any emergency that may arise, a fact which he has
already demonstrated on at least one occasion.

As a result of his understanding of the value of
the co-operative principle Ford has removed himself
from the usual position of dependence upon financial
institutions and at the same time provided himself
with more commercial power than he can possibly use.

The Federal Reserve Bank System is another
example of co-operative effort which practically
insures the United States against a money panic.

The chain-store systems constitute another form
of commercial co-operation that provides advantage
through both the purchasing and the distributing end
of the business.

The modern department store, which is the
equivalent of a group of small stores operating under
one roof, one management and one overhead expense,
is another illustration of the advantage of co-operative
effort in the commercial field.

In Lesson Fifteen you will observe the
possibilities of co-operative effort in its highest form
and at the same time you will see the important part
that it plays in the development of power.

As you have already learned, power is organized
effort. The three most important factors that enter into
the process of organizing effort are:

Concentration,
Co-operation and
Co-ordination.

HOW POWER IS DEVELOPED THROUGH CO-OPERATION

As we have already seen, power is organized
effort or energy. Personal power is developed by
developing, organizing and co-ordinating the faculties
of the mind. This may be accomplished by mastering
and applying the fifteen major principles upon which
this course is founded. The necessary procedure
through which these principles may be mastered is
thoroughly described in the sixteenth lesson.

The development of personal power is but the
first step to be taken in the development of the
potential power that is available through the medium
of allied effort, or co-operation, which may be called
group power.

It is a well known fact that all men who have
amassed large fortunes have been known as able
“organizers.” By this is meant that they possessed the
ability to enlist the co-operative efforts of other men
who supplied talent and ability which they,
themselves, did not possess.

The chief object of this course is so to unfold the
principles of organized and co-operative or allied
effort that the student will comprehend their
significance and make them the basis of his
philosophy.

Take, as an example, any business or profession
that you choose and you will observe, by analysis, that
it is limited only by lack of application of organized
and co-operative effort. As an illustration, consider
the legal profession.

If a law firm consists of but one type of mind it
will be greatly handicapped, even though it may be
made up of a dozen able men of this particular type.
The complicated legal system calls for a greater
variety of talent than any one man could possibly
provide.

It is evident, therefore, that mere organized effort
is not sufficient to insure outstanding success; the
organization must consist of individuals each of whom
supplies some specialized talent which the other
members of the organization do not possess.

A well organized law firm would include talent
that was specialized in the preparation of cases; men
of vision and imagination who understood how to
harmonize the law and the evidence of a case under a
sound plan. Men who have such ability are not always
possessed of the ability to try a case in court;
therefore, men who are proficient in court procedure
must be available. Carrying the analysis a step
further, it will be seen that there are many different
classes of cases which call for men of various types of
specialized ability in both the preparation and the trial
of these cases. A lawyer who had prepared himself as
a specialist in corporation law might be wholly
unprepared to handle a case in criminal procedure.

In forming a law partnership, the man who
understood the principles of organized, co-operative
effort, would surround himself with talent that was
specialized in every branch of law and legal procedure
in which he intended to practice. The man who had no
conception of the potential power of these principles
would probably select his associates by the usual “hit
or miss” method, basing his selections more upon
personality or acquaintanceship than consideration of
the particular type of legal talent that each possessed.

The subject of organized effort has been covered
in the preceding lessons of this course, but it is again
brought up in connection with this lesson for the
purpose of indicating the necessity of forming
alliances or organizations consisting of individuals
who supply all of the necessary talent that may be
needed for the attainment of the object in mind.

In nearly all commercial undertakings, there is a
need for at least three classes of talent; namely,
buyers, salesmen and those who are familiar with

A GOOD stock of self-
confidence and a new suit
of clothes will help you
land a position without
“pull,” but remember that
nothing will go so far
toward helping you hold it
as will push, enthusiasm
and determination to do
more than that for which
you are paid.

finance. It will be readily seen that when these three
classes of men organize and co-ordinate their efforts
they avail themselves, through this form of co-
operation, of power which no single individual of the
group possesses.

Many a business fails because all of the men back
of it are salesmen, or financial men or buyers. By
nature, the most able salesmen are optimistic,
enthusiastic and emotional; while able financial men,
as a rule, are unemotional, deliberate and
conservative. Both classes are essential to the success
of a commercial enterprise; but either class will prove
too much of a load for any business, without the
modifying influence of the other class.

It is generally conceded that James J. Hill was the
most efficient railroad builder that America ever
produced; but it is equally well known that he was not
a civil engineer, nor a bridge builder, nor a
locomotive engineer, nor a mechanical engineer, nor a
chemist, although these highly specialized classes of
talent are essential in railroad building. Mr. Hill
understood the principles of organized effort and co-
operation; therefore, he surrounded himself with men
who possessed all this necessary ability which he
lacked.

The modern department store is a splendid
example of organized, co-operative effort.

Each merchandising department is under the
management of one who understands the purchasing
and marketing of the goods carried in that department.

Back of all these department managers is a
general staff consisting of specialists in buying,
selling, financing, and the management of units, or
groups, of people. This form of organized effort
places back of each department both buying and
selling power such as that department could not afford
if it were separated from the group and had to be
operated under its own overhead, in a separate
location.

The United States of America is one of the richest
and most powerful nations of the world. Upon
analysis, it will be seen that this enormous power has
grown out of the co-operative efforts of the states of
the Union.

It was for the purpose of saving this power that
the immortal Lincoln made up his mind to erase the
Mason and Dixon line. The saving of the Union was of
far greater concern to him than was the freedom of the
slaves of the South. Had this not been so, the present
status of the United States as a power among the
nations of the world would be far different from what
it is.

It was this same principle of co-operative effort
that Woodrow Wilson had in mind when he created his
plan for a League of Nations. He foresaw the need of
such a plan as a medium for preventing war between
nations; just as Lincoln foresaw it as a medium for
harmonizing the efforts of the people of the United
States, thereby preserving the Union.

Thus it is seen that the principle of organized, co-
operative effort through the aid of which the
individual may develop personal power, is the
selfsame principle that must be employed in
developing group power.

Andrew Carnegie easily dominated the steel
business during his active connection with that
industry, for the reason that he took advantage of the
principle of organized, co-operative effort by
surrounding himself with highly specialized financial
men, chemists, sales managers, buyers of raw
materials, transportation experts and others whose
services were essential to that industry. He organized
this group of “co-operators” into what he called a
“Master Mind.”

Any great university affords an excellent example
of the necessity of organized, co-operative effort. The
professorate is made up of men and women of highly
specialized, though vastly different, ability. One
department is presided over by experts in literature;
another department by expert mathematicians; another
department by experts in chemistry; another
department by experts in economic philosophy;
another department by experts in medicine; another,
by experts in law, etc. The university, as a whole, is
the equivalent of a group of colleges each of which is
directed by experts in its own line, whose efficiency
is greatly increased through allied or co-operative
effort that is directed by a single head.

Analyze power, no matter where, or in what form,
it may be found, and you will find organization and
co-operation as the chief factors back of it. You will
find these two principles in evidence in the lowest
form of vegetation no less than in the highest form of
animal, which is man.

Off the coast of Norway is the most famous and
irresistible maelstrom in the world. This great
whirlpool of ceaseless motion has never been known
to give UP any victim who was caught in its circling
embrace of foaming water.

No less sure of destruction are those unfortunate
souls who are caught in the great maelstrom of life
toward which all who do not understand the principle
of organized, co-operative effort are traveling. We are
living in a world in which the law of the survival of
the fittest is everywhere in evidence. Those who are
“fit” are those who have power, and power is
organized effort.

Unfortunate is the person who either through
ignorance, or because of egotism, imagines that he can
sail this sea of life in the frail bark of independence.
Such a person will discover that there are maelstroms
more dangerous than any mere whirlpool of unfriendly
waters. All natural laws and all of Nature’s plans are
based upon harmonious, co-operative effort, as all
who have attained high places in the world have
discovered.

Wherever people are engaged in unfriendly
combat, no matter what may be its nature, or its cause,
one may observe the nearness of one of these
maelstroms that awaits the combatants.

Success in life cannot be attained except through
peaceful, harmonious, co-operative effort. Nor can
success be attained single-handed or independently.
Even though a man live as a hermit in the wilderness,
far from all signs of civilization, he is, nevertheless,
dependent upon forces outside of himself for an
existence. The more he becomes a part of civilization
the more dependent upon co-operative effort he
becomes.

Whether a man earns his living by days’ work or
from the interest on the fortune he has amassed, bee
will earn it with less opposition through friendly co-
operation with others. Moreover, the man whose
philosophy is based upon co-operation instead of
competition will not only acquire the necessities and
the luxuries of life with less effort, but he will enjoy
an extra reward in happiness such as others will never
feel.

Fortunes that are acquired through co-operative
effort inflict no scars upon the hearts of their owners,
which is more than can be said of fortunes that are
acquired through conflict and competitive methods
that border on extortion.

The accumulation of material wealth, whether the
object is that of bare existence or luxury, consumes
most of the time that we put into this earthly struggle.
If we cannot change this materialistic tendency of
human nature, we can, at least, change the method of
pursuing it by adopting co-operation as the basis of
the pursuit.

Co-operation offers the two-fold reward of
providing one with both the necessities and the
luxuries of life and the peace of mind which the
covetous never know. The avaricious and covetous
person may amass a great fortune in material wealth;
there is no denying this fact; but he will have sold his
soul for a mess of pottage in the bargain.

Let us keep in mind the fact that all success is
based upon power, and power grows out of knowledge,
that has been organized and expressed in terms of
ACTION.

The world pays for but one kind of knowledge,
and that is the kind which is expressed in terms of
constructive service. In addressing the graduating
class of a business college one of the best known
bankers in America said:

“You ought to feel proud of your diplomas,
because they are evidence that you have been
preparing yourselves for action in the great field of
business.

QUIBBLING” over salary “to
start with” has lost many a
man the big opportunity of
a life-time. If the position
you seek is one that you
know you can throw your
whole heart into, take it,
even if you have to work for
nothing until you deliver a
good sample of your
“goods.” Thereafter you will
receive pay in proportion to
the quality and quantity of
the work you perform.

“One of the advantages of a business college
training is that it prepares you for action! Not to
belittle other methods of education, but to exalt the
modern business college method, I am reminded to say
that there are some colleges in which the majority of
the students are preparing for practically everything
else except action.

“You came to this business college with but one
object in view, and that object is to learn to render
service and earn a living. The latest style of clothing
has been of little interest to you because you have
been preparing yourself for work in which clothes of
the latest style will play no important part. You did
not come here to learn how to pour tea at an afternoon
party nor to become masters at affecting friendliness
while inwardly feeling envy for those who wear finer
gowns and drive costly motor cars – you came here to
learn how to work!”

In the graduating class before which this man
spoke were thirteen boys, all of whom were so poor
that they had barely enough money with which to pay
their way. Some of them were paying their own way
by working before and after school hours.

That was twenty-five years ago. Last summer, I
met the president of the business college which these
boys attended and he gave me the history of each one
of them, from the time that they graduated until the
time when I talked to him. One of them is the
president of one of the big wholesale drug companies,
and a wealthy man; one is a successful lawyer; two
own large business colleges of their own; one is a
professor in the department of economics in one of the
largest universities in America; one is the president of
one of the large automobile manufacturing companies;
two are presidents of banks, and wealthy men; one is
the owner of a large department store; one is the vice-
president of one of the great railway systems of the
country; one is a well established Certified Public
Accountant; one is dead; and the thirteenth is
compiling this Reading Course on the Law of Success.

Eleven successes out of a class of thirteen boys is
not a bad record, thanks to the spirit of action
developed by that business college training.

It is not the schooling you have had that counts;
it is the extent to which you express that which you
learned from your schooling through well organized
and intelligently directed action.

By no means would I belittle higher education,
but I would offer hope and encouragement to those
who have had no such education, provided they
express that which they know, be it ever so little, in
intensive action, along constructive lines.

One of the greatest Presidents who ever occupied
the White House had but little schooling, but he did
such a good job of expressing what knowledge he
acquired by that little schooling, through properly
directed action, that his name has been inseparably
woven into the history of the United States.

Every city, town and hamlet has its population of
those well known characters called “ne’er-do-wells,”
and if you will analyze these unfortunate people, you
will observe that one of their outstanding features is
procrastination.

Lack of action has caused them to slip backward
until they got into a “rut,” where they will remain
unless, through accident, they are forced out into the
open road of struggle where unusual action will
become necessary.

Don’t let yourself get into such a condition.

Every office, and every shop, and every bank, and
every store, and every other place of employment has
its outstanding victims of procrastination who are
doing the goose-step down the dusty road of failure
because they have not developed the habit of
expressing themselves in action.

You can pick out these unfortunates all about you
if you will begin to analyze those with whom you
come in contact each day. If you will talk to them you
will observe that they have built up a false philosophy
somewhat of this nature:

“I am doing all I am paid to do, and I am getting
by.”

Yes, they are “getting by” – but that is all they
are getting.

Some years ago, at a time when labor was scarce
and wages unusually high, I observed scores of able-
bodied men lying about in the parks of Chicago, doing
nothing. I became curious to know what sort of an
alibi they would offer for their conduct, so I went out
one afternoon and interviewed seven of them.

With the aid of a generous supply of cigars and
cigarettes and a little loose change I bought myself
into the confidence of those whom I interviewed and
thereby gained a rather intimate view of their
philosophy. All gave exactly the same reason for
being there, without employment. They said: “The
world will not give me a chance!!!”

The exclamation points are my own.

Think of it – the world would not “give them a
chance.”

Of course the world wouldn’t give them a chance.

It never gives anyone a chance. A man who wants
a chance may create it through action, but if he waits
for someone to hand it to him on a silver platter he
will meet with disappointment.

I fear that this excuse that the world does not give
a man a chance is quite prevalent, and I strongly
suspect that it is one of the commonest causes of
poverty and failure.

The seventh man that I interviewed on that well-
spent afternoon was an unusually fine looking
specimen, physically. He was lying on the ground
asleep, with a newspaper over his face. When I lifted
the paper from his face, he reached up, took it out of
my hands, put it back over his face and went right on
sleeping.

Then I used a little strategy by removing the
paper from his face and placing it behind me, where
he could not get it. He then sat up on the ground and I
interviewed him. That fellow was a graduate from two
of the great universities of the east, with a master’s
degree from one, and a Ph.D. from the other.

His story was pathetic.

He had held job after job, but always his
employer or his fellow employee “had it in for him.”
He hadn’t been able to make them see the value of his
college training. They wouldn’t “give him a chance.”

Here was a man who might have been at the head
of some great business, or the outstanding figure in
one of the professions had he not built his house upon
the sands of procrastination and held to the false belief
that the world should pay him for what he knew!

Luckily, most college graduates do not build upon
such flimsy foundations, because no college on earth
can crown with success the man who tries to collect
for that which he knows instead of that which he can
do with what he knows.

The man to whom I have referred was from one of
the best known families of Virginia. He traced his
ancestry back to the landing of the Mayflower. He
threw back his shoulders, pounded himself on the
breast with his fist and said: “Just think of it, sir! I
am a son of one of the first families of old Virginia!”

My observations lead me to believe that being the
son of a “first family” is not always fortunate for
either the son or the family. Too often these sons of
“first families” try to slide home from third base on
their family names. This may be only a peculiar notion
of mine, but I have observed that the men and women
who are doing the world’s work have but little time,
and less inclination, to brag about their ancestry.

Not long ago I took a trip back to southwest
Virginia, where I was born. It was the first time I had
been there in over twenty years. It was a sad sight to
compare the sons of some of those who were known as
“first families” twenty years ago, with the sons of
those who were but plain men who made it their
business to express themselves in action of the most
intensive nature.

The comparison reflected no credit upon the “first
family” boys! It is with no feeling of exaltation that I
express my gratitude for not having been brought into
the world by parents who belonged to the “first
family” class. That, of course, was not a matter of

HERE’S a good joke to play
on your employer: Get to
your work a little earlier
and leave a little later than
you are supposed to.
Handle his tools as if they
belonged to you. Go out of
your way to say a kind
word about him to your
fellow-workers. When there
is extra work that needs to
be done, volunteer to do it.
Do not show surprise when
he “gets on to you” and
offers you the head of the
department or a partnership
in the business, for this is
the best part of the “joke.”

choice with me, and if it had been perhaps I, too,
would have selected parents of the “first family” type.

Not long ago I was invited to deliver an address
in Boston, Mass. After my work was finished, a
reception committee volunteered to show me the
sights of the city, including a trip to Cambridge,
where we visited Harvard University. While there, I
observed many sons of “first families” – some of
whom were equipped with Packards. Twenty years ago
I would have felt proud to be a student at Harvard,
with a Packard car, but the illuminating effect of my
more mature years has led me to the conclusion that
had I had the privilege of going to Harvard I might
have done just as well without the aid of a Packard.

I noticed some Harvard boys who had no
Packards. They were working as waiters in a
restaurant where I ate, and as far as I could see they
were missing nothing of value because they owned no
Packards; nor did they seem to be suffering by
comparison with those who could boast of the
ownership of parents of the “first family” type.

All of which is no reflection upon Harvard
University – one of the great universities of the world
– nor upon the “first families” who send boys to
Harvard. To the contrary, it is intended as a bit of
encouragement to those unfortunates who, like myself,
have but little and know but little, but express what
little they know in terms of constructive, useful
action.

The psychology of inaction is one of the chief
reasons why some towns and cities are dying with the
dry-rot!

Take the city of X, for example. You’ll recognize
the city by its description, if you are familiar with
this part of the country. Sunday blue-laws have closed
up all the restaurants on Sunday. Railroad trains must
slow down to twelve miles an hour while passing
through the city. “Keep off the grass” signs are
prominently displayed in the parks. Unfavorable city
ordinances of one sort or another have driven the best
industries to other cities. On every hand one may see
evidence of restraint. The people of the streets show
signs of restraint in their faces, and in their manner,
and in their walk.

The mass psychology of the city is negative.

The moment one gets off the train at the depot,
this negative atmosphere becomes depressingly
obvious and makes one want to take the next train out
again. The place reminds one of a grave-yard and the
people resemble walking ghosts.

They register no signs of action!

The bank statements of the banking institutions
reflect this negative, inactive state of mind. The stores
reflect it in their show windows and in the faces of
their salespeople. I went into one of the stores to buy
a pair of hose. A young woman with bobbed hair who
would have been a “flapper” if she hadn’t been too
lazy, threw out a box of hose on the counter. When I
picked up the box, looked the hose over and registered
a look of disapproval on my face, she languidly
yawned:

“They’re the best you can get in this dump!”

“Dump!’ She must have been a mind reader, for
“dump” was the word that was in my mind before she
spoke. The store reminded me of a rubbish dump; the
city reminded me of the same. I felt the stuff getting
into my own blood. The negative psychology of the
people was actually reaching out and gathering me in.

Maine is not the only state that is afflicted with a
city such as the one I have described. I could name
others, but I might wish to go into politics some day;
therefore, I will leave it to you to do your own
analyzing and comparing of cities that are alive with
action and those that are slowly dying with the dry-rot
of inaction.

I know of some business concerns that are in this
same state of inaction, but I will omit their names.
You probably know some, too.

Many years ago Frank A. Vanderlip, who is one
of the best known and most capable bankers in
America, went to work for the National City Bank, of
New York City.

His salary was above the average from the start,
for the reason that he was capable and had a record of
successful achievement that made him a valuable man.

He was assigned to a private office that was
equipped with a fine mahogany desk and an easy
chair. On the top of the desk was an electric push
button that led to a secretary’s desk outside.

The first day went by without any work coming to
his desk. The second, and third, and fourth days went
by without any work. No one came in or said anything
to him.

By the end of the week he began to feel uneasy.
(Men of action always feel uneasy when there is no
work in sight.)

The following week Mr. Vanderlip went into the
president’s office and said, “Look here, you are paying
me a big salary and giving me nothing to do and it is
grating on my nerves!”

The president looked up with a lively twinkle in
his keen eyes.

“Now I have been thinking,” Mr. Vanderlip
continued, “while sitting in there with nothing to do,
of a plan for increasing the business of this bank.”

The president assured him that both “thinking”
and “plans” were valuable, and asked him to continue
with his interview.

“I have thought of a plan,” Mr. Vanderlip went
on, “that will give the bank the benefit of my
experience in the bond business. I propose to create a
bond department for this bank and advertise it as a
feature of our business.”

“What! this bank advertise?” queried the
president. “Why, we have never advertised since we
began business. We have managed to get along
without it.”

“Well, this is where you are going to begin
advertising,” said Mr. Vanderlip, “and the first thing
you are going to advertise is this new bond department
that I have planned.”

Mr. Vanderlip won! Men of action usually win –
that is one of their distinctive features. The National
City Bank also won, because that interview was the
beginning of one of the most progressive and
profitable advertising campaigns ever carried on by
any bank, with the result that the National City Bank
became one of the most powerful financial institutions
of America.

There were other results, also, that are worth
naming. Among them the result that Mr. Vanderlip
grew with the bank, as men of action usually grow in
whatever they help to build, until finally he became
the president of that great banking house.

In the lesson on Imagination you learned how to
recombine old ideas into new plans, but no matter how
practical your plans may be they will be useless if
they are not expressed in action. To dream dreams and
see visions of the person you would like to be or the
station in life you would like to obtain are admirable
provided you transform your dreams and visions into
reality through intensive action.

There are men who dream, but do nothing more.
There are others who take the visions of the dreamers
and translate them into stone, and marble, and music,
and good books, and railroads, and steamships. There
are still others who both dream and transform these
dreams into reality. They are the dreamer-doer types.

There is a psychological as well as an economic
reason why you should form the habit of intensive
action. Your body is made up of billions of tiny cells
that are highly sensitive and amenable to the influence
of your mind. If your mind is of the lethargic, inactive
type, the cells of your body become lazy and inactive
also. Just as the stagnant water of an inactive pond
becomes impure and unhealthful, so will the cells of
an inactive body become diseased.

Laziness is nothing but the influence of an
inactive mind on the cells of the body. If you doubt
this, the next time you feel lazy take a Turkish bath
and have yourself well rubbed down, thereby
stimulating the cells of your body by artificial means,
and see how quickly your laziness disappears. Or, a
better way than this, turn your mind toward some
game of which you are fond and notice how quickly

EVERY failure will teach
you a lesson that you need
to learn if you will keep
your eyes and ears open
and be willing to be taught.
Every adversity is usually a
blessing in disguise.
Without reverses and
temporary defeat, you
would never know the sort
of metal of which you are made.

the cells of your body will respond to your enthusiasm
and your lazy feeling will disappear.

The cells of the body respond to the state of mind
in exactly the same manner that the people of a city
respond to the mass psychology that dominates the
city. If a group of leaders engage in sufficient action
to give a city the reputation of being a “live-wire”
city this action influences all who live there. The
same principle applies to the relationship between the
mind and the body. An active, dynamic mind keeps the
cells of which the physical portions of the body
consist, in a constant state of activity.

The artificial conditions under which most
inhabitants of our cities live have led to a physical
condition known as auto-intoxication, which means
self-poisoning through the inactive state of the
intestines. Most headaches may be cured in an hour’s
time by simply cleansing the lower intestines with an
enema.

Eight glasses of water a day and a reasonable
amount of physical action popularly known as
“exercise” will take the place of the enema. Try it for
a week and then you will not have to be urged to keep
it up, for you will feel like a new person, unless the
nature of your work is such that you get plenty of
physical exercise and drink plenty of water in the
regular course of your duties.

On two pages of this book enough sound advice
could be recorded to keep the average person healthy
and ready for action during sixteen of the twenty-four
hours of the day, but the advice would be so simple
that most people would not follow it.

The amount of work that I perform every day and
still keep in good physical condition is a source of
wonderment and mystery to those who know me
intimately, yet there is no mystery to it, and the
system I follow does not cost anything.

Here it is, for your use if you want it:

First: I drink a cup of hot water when I first get
up in the morning, before I have breakfast.

Second: My breakfast consists of rolls made of
whole wheat and bran, breakfast cereal, fruit, soft-
boiled eggs once in a while, and coffee. For luncheon
I eat vegetables (most any kind), whole wheat bread
and a glass of buttermilk. Supper, a well cooked steak
once or twice a week, vegetables, especially lettuce,
and coffee.

Third: I walk an average of ten miles a day: five
miles into the country and five miles back, using this
period for meditation and thought. Perhaps the
thinking is as valuable, as a health builder, as the
walk.

Fourth: I lie across a straight bottom chair, flat
on my back, with most of my weight resting on the
small of my back, with my head and arms relaxed
completely, until they almost touch the floor. This
gives the nervous energy of my body an opportunity to
balance properly and distribute itself, and ten minutes
in this position will completely relieve all signs of
fatigue, no matter how tired I may be.

Fifth: I take an enema at least once every ten
days, and more often if I feel the need of it, using
water that is a little below blood temperature, with a
tablespoonful of salt in it, chest and knee position.

Sixth: I take a hot shower bath, followed
immediately by a cold shower, every day, usually in
the morning when I first get up.

These simple things I do for myself. Mother
Nature attends to everything else necessary for my
health.

I cannot lay too much stress upon the importance
of keeping the intestines clean, for it is a well known
fact that the city dwellers of today are literally
poisoning themselves to death by neglecting to
cleanse their intestines with water. You should not
wait until you are constipated to take an enema. When
you get to the stage of constipation you are practically
ill and immediate relief is absolutely essential, but if
you will give yourself the proper attention regularly,
just as you attend to keeping the outside of your body
clean, you will never be bothered with the many
troubles which constipation brings.

For more than fifteen years no single week ever
passed without my having a headache. Usually I
administered a dose of aspirin and got temporary
relief. I was suffering with auto-intoxication and did
not know it, for the reason that I was not constipated.

When I found out what my trouble was I did two
things, both of which I recommend to you; namely, /
quit using aspirin and I cut down my daily
consumption of food nearly one half.

Just a word about aspirin – a word which those
who profit by its sale will not like – it affords no
permanent cure of headache. All it does might be
compared to a lineman that cuts the telegraph wire
while the operator is using that wire in a call for aid
from the fire department to save the burning building
in which he is located. Aspirin cuts or “deadens” the
line of nerve communication that runs from the
stomach or the intestinal region, where auto-
intoxication is pouring poison into the blood, to the
brain, where the effect of that poison is registering its
call in the form of intense pain.

Cutting the telegraph line over which a call for
the fire department is being sent does not put out the
fire; nor does it remove the cause to deaden, with the
aid of a dose of aspirin, the nerve line over which a
headache is registering a call for help.

You cannot be a person of action if you permit
yourself to go without proper physical attention until
auto-intoxication takes your brain and kneads it into
an inoperative mass that resembles a ball of putty.
Neither can you be a person of action if you eat the
usual devitalized concoction called “white bread”
(which has had all the real food value removed from
it) and twice as much meat as your system can digest
and properly dispose of.

You cannot be a person of action if you run to the
pill bottle every time you have, or imagine you have,
an ache or a pain, or swallow an aspirin tablet every
time your intestines call on your brain for a douche
bag of water and a spoonful of salt for cleansing
purposes.

You cannot be a person of action if you overeat
and under-exercise.

You cannot be a person of action if you read the
patent medicine booklets and begin to imagine
yourself ailing with the symptoms described by the
clever advertisement writer who has reached your
pocket book through the power of suggestion.

I have not touched a drug for more than five
years, and I have not been either sick or ailing during
that time, in spite of the fact that I perform more work
each day than most men of my profession. I have
enthusiasm, endurance and action because I eat the
sort of simple food that contains the body-building
elements that I require, and look after the eliminative
processes as carefully as I bathe my body.

If these simple and frank admissions appeal to
you as being based upon common sense, take them and
put them to the test, and if they serve you as well as
they are serving me, both of us will have profited by
the courage I had to summon to list them as a part of
this lesson.

Usually, when anyone except a physician offers
suggestions on the care of the body, he is immediately
catalogued as a “long-haired crank,” and I will admit
that the analysis is often correct. In this instance, I
make no stronger recommendations than this:

That you try an enema the next time you have a
headache, and if any of the other suggestions appeal
to you give them a trial until you are satisfied that
they are either sound or unsound.

Before leaving the subject, perhaps I should
explain that water which is barely luke-warm should
be used for the enema for the reason that this causes
the muscles of the intestines to contract, which, in
turn, forces the poisonous matter out of the pores of
the mucous linings. This exercises those muscles and
eventually, it will so develop them that they will do
their work in the natural way, without the aid of the
enema. A warm water enema is very detrimental for
the reason that it relaxes the muscles of the intestines,
which, in time, causes them to cease functioning
altogether, producing what is ordinarily referred to as
the “enema habit.”

With due apologies to my friends, the physicians

AN occasional misfortune is a good thing.
It reminds us that no one has absolute independence.

and osteopaths and chiropractors and other health
builders, I will now invite you back to that part of the
subject of this lesson over which there can be no
conflict of opinion as to the soundness of my counsel.

There is another enemy which you must conquer
before you can become a person of action, and that is
the worry habit.

Worry, and envy, and jealousy, and hatred, and
doubt, and fear are all states of mind which are fatal
to action.

Any of these states of mind will interfere with,
and in some instances destroy altogether, the digestive
process through which the food is assimilated and
prepared for distribution through the body. This
interference is purely physical, but the damage does
not stop here, because these negative states of mind
destroy the most essential factor in the achievement of
success; namely, desire to achieve.

In the second lesson of this course you learned
that your definite chief aim in life should be supported
by a burning desire for its realization. You can have
no burning desire for achievement when you are in a
negative state of mind, no matter what the cause of
that state of mind may be.

To keep myself in a positive frame of mind I have
discovered a very effective “gloom-chaser.” That may
not be a very dignified way of expressing my meaning,
but since the subject of this lesson is action and not
dignity I will make it serve. The “gloom-chaser” to
which I refer is a hearty laugh. When I feel “out of
sorts” or inclined to argue with somebody over
something that is not worthy of discussion, I know
that I need my “gloom-chaser,” and I proceed to get
away where I will disturb no one and have a good
hearty laugh. If I can find nothing really funny about
which to laugh I simply have a forced laugh. The
effect is the same in both cases.

Five minutes of this sort of mental and physical
exercise – for it is both – will stimulate action that is
free from negative tendencies.

Do not take my word for this – try it!

Not long ago I heard a phonograph record
entitled, as I recall it, The Laughing Fool, which
should be available to all whose dignity forbids them
to indulge in a hearty laugh for their health’s sake.
This record was all that its name implies. It was made
by a man and a woman; the man was trying to play a
cornet and the woman was laughing at him. She
laughed so effectively that she finally made the man
laugh, and the suggestion was so pronounced that all
who heard it usually joined in and had a good laugh,
whether they felt like it or not.

“As a man thinketh in his heart, so is he.”

You cannot think fear and act courageously. You
cannot think hatred and act in a kindly manner toward
those with whom you associate. The dominating
thoughts of your mind – meaning by this, the strongest
and deepest and most frequent of your thoughts –
influence the physical action of your body.

Every thought put into action by your brain
reaches and influences every cell in your body. When
you think fear your mind telegraphs this thought down
to the cells that form the muscles of your legs and
tells those muscles to get into action and carry you
away as rapidly as they can. A man who is afraid runs
away because his legs carry him, and they carry him
because the fear thought in his mind instructed them
to do so, even though the instructions were given
unconsciously.

In the first lesson of this course you learned how
thought travels from one mind to another, through the
principle of telepathy. In this lesson you should go a
step further and learn that your thoughts not only
register themselves in the minds of other people,
through the principle of telepathy, but, what is a
million times more important to you to understand,
they register themselves on the cells of your own body
and affect those cells in a manner that harmonizes
with the nature of the thoughts.

To understand this principle is to understand the
soundness of the statement: “As a man thinketh in his
heart, so is he.”

Action, in the sense that the term is used in this
lesson, is of two forms. One is physical and the other
is mental. You can be very active with your mind
while your body is entirely inactive, except as to the
involuntary action of the vital organs. Or you can be
very active with both body and mind.

In speaking of men of action, either or both of
two types may be referred to. One is the care-taker
type and the other is the promoter or salesman type.
Both of these types are essential in modem business,
industry and finance. One is known as a “dynamo”
while the other is often referred to as a “balance
wheel.”

Once in a great while you will find a man who is
both a dynamo and a balance wheel, but such well
balanced personalities are rare. Most successful
business organizations that assume great size are made
up of both of these types.

The “balance wheel” who does nothing but
compile facts and figures and statistics is just as much
a man of action as the man who goes upon the
platform and sells an idea to a thousand people by the
sheer power of his active personality. To determine
whether a man is a man of action or not it is necessary
to analyze both his mental and his physical habits.

In the first part of this lesson I said that “the
world pays you for what you do and not for what you
know.” That statement might easily be misconstrued.
What the world really pays you for is what you do or
what you can get others to do.

A man who can induce others to co-operate and
do effective team-work, or inspire others so that they
become more active, is no less a man of action than
the man who renders effective service in a more direct
manner.

In the field of industry and business there are
men who have the ability so to inspire and direct the
efforts of others that all under their direction
accomplish more than they could without this
directing influence. It is a well known fact that
Carnegie so ably directed the efforts of those who
constituted his personal staff that he made many
wealthy men of those who would never have become
wealthy without the directing genius of his brain. The
same may be said of practically all great leaders in the
field of industry and business – the gain is not all on
the side of the leaders. Those under their direction
often profit most by their leadership.

It is a common practice for a certain type of man
to berate his employers because of their opposite
stations in a financial sense. It is usually true that
such men would be infinitely worse off without these
employers than they are with them.

In the first lesson of this course the value of
allied effort was particularly emphasized for the
reason that some men have the vision to plan while
others have the ability to carry plans into action
although they do not possess the imagination or the
vision to create the plans they execute.

It was his understanding of this principle of allied
effort that enabled Andrew Carnegie to surround
himself with a group of men that was made up of those
who could plan and those who could execute. Carnegie
bad in his group of assistants some of the most
efficient salesmen in the world, but if his entire staff
had been made up of men who could do nothing but
sell he could never have accumulated the fortune that
he did. If his entire staff had been made up of
salesmen only he would have had action in abundance,
but action, in the sense that it is used in this lesson,
must be intelligently guided.

One of the best known law firms in America is
made up of two lawyers, one of whom never appears
in court. He prepares the firm’s cases for trial and the
other member of the firm goes to court and tries them.
Both are men of intense action, but they express it in
different ways.

There can be as much action in preparation, in
most undertakings, as in execution.

In finding your own place in the world, you
should analyze yourself and find out whether you are

THOUSANDS of people
walked over the great
Calumet Copper Mine
without discovering it. Just
one lone man got busy with
a pick and found it. You
may be standing on your
“Calumet Mine” right now,
without knowing it, in
whatever position you are
filling. Dig down and see
what is under the surface of
your position.

a “dynamo” or a “balance wheel,” and select a definite
chief aim for yourself that harmonizes with your
native ability. If you are in business with others, you
should analyze them as well as yourself, and endeavor
to see that each person takes the part for which his
temperament and native ability best fit him.

Stating it another way, people may be classified
under two headings: one is the promoter and the other
is the care-taker. The promoter type makes an able
salesman and organizer. The care-taker type makes an
excellent conserver of assets after they have been
accumulated.

Place the care-taker type in charge of a set of
books and he is happy, but place him on the outside
selling and he is unhappy and will be a failure at his
job. Place the promoter in charge of a set of books and
he will be miserable. His nature demands more intense
action. Action of the passive type will not satisfy his
ambitions, and if he is kept at work which does not
give him the action his nature demands be will be a
failure. It very frequently turns out that men who
embezzle funds in their charge are of the promoter
type and they would not have yielded to temptation
had their efforts been confined to the work for which
they are best fitted.

Give a man the sort of work that harmonizes with
his nature and the best there is in him will exert itself.
One of the outstanding tragedies of the world is the
fact that most people never engage in the work for
which they are best fitted by nature.

Too often the mistake is made, in the selection of
a life-work, of engaging in the work which seems to
be the most profitable from a monetary viewpoint,
without consideration of native ability. If money alone
brought success this procedure would be all right, but
success in its highest and noblest form calls for peace
of mind and enjoyment and happiness which come
only to the man who has found the work that he likes
best.

The main purpose of this course is to help you
analyze yourself and determine what your native
ability best fits you to do. You should make this
analysis by carefully studying the chart that
accompanies the Introductory Lesson before you select
your definite chief aim.

We come, now, to the discussion of the principle
through which action may be developed. To
understand how to become active requires
understanding of how not to procrastinate.

These suggestions will give you the necessary
instructions:

First: Form the habit of doing each day the most
distasteful tasks first. This procedure will be difficult
at first, but after you have formed the habit you will
take pride in pitching into the hardest and most
undesirable part of your work first.

Second: Place this sign in front of you where you
can see it in your daily work, and put a copy in your
bedroom, where it will greet you as you retire and
when you arise: “Do not tell them what you can do;
show them! ”

Third: Repeat the following words, aloud, twelve
times each night just before you go to sleep:
“Tomorrow I will do everything that should be done,
when it should be done, and as it should be done. I
will perform the most difficult tasks first because this
will destroy the habit of procrastination and develop
the habit of action in its place.”

Fourth: Carry out these instructions with faith in
their soundness and with belief that they will develop
action, in body and in mind, sufficient to enable you
to realize your definite chief aim.

The outstanding feature of this course is the
simplicity of the style in which it is written. All great
fundamental truths are simple, in final analysis, and
whether one is delivering an address or writing a
course of instruction, the purpose should be to convey
impressions and statements of fact in the clearest and
most concise manner possible.

Before closing this lesson, permit me to go back
to what was said about the value of a hearty laugh as a
healthful stimulant to action, and add the statement
that singing produces the same effect, and in some
instances is far preferable to laughing.

Billy Sunday is one of the most dynamic and
active preachers in the world, yet it has been said that
his sermons would lose much of their effectiveness if
it were not for the psychological effect of his song
services.

It is a well known fact that the German army was
a winning army at the beginning, and long after the
beginning of the world war; and it has been said that
much of this was due to the fact that the German army
was a singing army. Then came the khaki-clad
doughboys from America, and they, too, were singers.
Back of their singing was an enduring faith in the
cause for which they were fighting. Soon the Germans
began to quit singing, and as they did so the tide of
war began to turn against them.

If church attendance had nothing else to
recommend it, except the psychological effect of the
song service, that would be sufficient, for no one can
join in the singing of a beautiful hymn without feeling
better for it.

For many years I have observed that I could write
more effectively after having participated in a song
service. Prove my statement to your own satisfaction
by going to church next Sunday morning and
participating in the song service with all the
enthusiasm at your command.

During the war I helped devise ways and means of
speeding production in industrial plants that were
engaged in manufacturing war supplies. By actual test,
in a plant employing 3,000 men and women, the
production was increased forty-five per cent in less
than thirty days after we had organized the workers
into singing groups and installed orchestras and bands
that played at ten-minute intervals such stirring songs
as “Over There,” and “Dixie;” and “There’ll Be a Hot
Time in the Old Town Tonight.” The workers caught
the rhythm of the music and speeded up their work
accordingly.

Properly selected music would stimulate any class
of workers to greater action, a fact which does not
seem to be understood by all who direct the efforts of
large numbers of people.

In all my travels I have found but one business
firm whose managers made use of music as a stimulant
for their workers. This was the Filene Department
Store, in Boston, Mass. During the summer months
this store provides an orchestra that plays the latest
dance music for half an hour before opening time, in
the morning. The salespeople use the aisles of the
store for dancing and by the time the doors are thrown
open they are in an active state of mind and body that
carries them through the entire day.

Incidentally, I have never seen more courteous or
efficient salespeople than those employed by the
Filene store. One of the department managers told me
that every person in his department performed more
service and with less real effort, as a result of the
morning music program.

A singing army is a winning army, whether on the
field of battle, in warfare, or behind the counters in a
department store. There is a book entitled Singing
Through Life With God by George Wharton James,
which I recommend to all who are interested in the
psychology of song.

If I were the manager of an industrial plant in
which the work was heavy and monotonous, I would
install some sort of musical program that would
supply every worker with music. On lower Broadway,
in New York City, an ingenious Greek has discovered
bow to entertain his customers and at the same time
speed up the work of his helpers by the use of a
phonograph. Every boy in the place keeps time with
the music as he draws the cloth across the shoes, and
seems to get considerable fun out of his work in doing
so. To speed up the work the proprietor has but to
speed up the phonograph.

Any form of group effort, where two or more
peoplee form a co-operative alliance for the purpose
of accomplishing a definite purpose, becomes more
powerful than mere individual effort.

I DO not know for sure,
but I strongly suspect that
the person who performs
service that is greater in
quantity and better in
quality than that for
which he is paid, is
eventually paid for more
than he performs.

A football team may win consistently and
continuously, by well co-ordinated team-work, even
though the members of the team may be unfriendly
and out of harmony in many ways outside of their
actual work on the ball ground.

A group of men composing a board of directors
may disagree with one another; they may be
unfriendly, and in no way in sympathy with one
another, and still carry on a business which appears to
be very successful.

A man and his wife may live together, accumulate
a fair sized or even a great fortune, rear and educate a
family, without the bond of harmony which is
essential for the development of a Master Mind.

But all of these alliances might be made more
powerful and effective if based upon a foundation of
perfect harmony, thus permitting the development of a
supplemental power known as the Master Mind.

Plain co-operative effort produces power; there
can be no doubt about this; but co-operative effort
that is based upon complete harmony of purpose
develops super-power.

Let every member of any cooperative group set
his heart upon the achievement of the same definite
end, in a spirit of perfect harmony, and the way has
been paved for the development of a Master Mind,
providing all members of the group willingly
subordinate their own personal interests for the
attainment of the objective for which the group is
aiming.

The United States of America has become one of
the most powerful nations on earth, largely because of
the highly organized co-operative effort between the
states. It will be helpful to remember that these
United States were born as the result of one of the
most powerful Master Minds ever created. The
members of this Master Mind were the signers of the
Declaration of Independence.

The men who signed that document either
consciously or unconsciously put into operation the
power known as the “Master Mind,” and that power
was sufficient to enable them to defeat all the soldiers
who were sent into the field against them. The men
who fought to make the Declaration of Independence
endure did not fight for money, alone; they fought for
a principle – the principle of freedom, which is the
highest known motivating force.

A great leader, whether in business, finance,
industry or statesmanship, is one who understands
how to create a motivating objective which will be
accepted with enthusiasm by every member of his
group of followers.

In politics a “live issue” is everything!

By “live issue” is meant some popular objective
toward the attainment of which the majority of the
voters can be rallied. These “issues” generally are
broadcast in the form of snappy slogans, such as
“Keep Cool with Coolidge,” which suggested to the
minds of the voters that to keep Coolidge was the
equivalent of keeping prosperity. It worked!

During Lincoln’s election campaign the cry was,
“Stand back of Lincoln and preserve the Union.” It
worked.

Woodrow Wilson’s campaign managers, during his
second campaign, coined the slogan, “He kept us out
of war,” and it worked.

The degree of power created by the co-operative
effort of any group of people is measured, always, by
the nature of the motive which the group is laboring to
attain. This may be profitably home in mind by all
who organize group effort for any purpose whatsoever.
Find a motive around which men may be induced to
rally in a highly emotionalized, enthusiastic spirit of
perfect harmony and you have found the starting point
for the creation of a Master Mind.

It is a well known fact that men will work harder
for the attainment of an ideal than they will for mere
money. In searching for a “motive” as the basis for
developing co-operative group effort it will be
profitable to bear this fact in mind.

At the time of the writing of this lesson there is
much adverse agitation and general criticism directed
against the railroads of the country. Who is back of
this agitation this author does not know, but he does
know that the very fact that such agitation exists
could and should be made the motivating force around
which the railroad officials might rally the hundreds
of thousands of railroad employees who earn their
living by railroading, thereby creating a power that
would effectively eliminate this adverse criticism.

The railroads are the very back-bone of the
country. Tie up all railroad service and the people of
the larger cities would starve before food could reach
them. In this fact may be found a motive around which
a large majority of the public could be caused to rally
in support of any plan for self-protection which the
railroad officials might wish to carry out.

The power represented by all of the railroad
employees and a majority of the public who patronize
the railroads is sufficient to protect the railroads
against all manner of adverse legislation and other
attempts to depreciate their properties, but the power
is only potential until it is organized and placed
definitely back of a specific motive.

Man is a queer animal. Give him a sufficiently
vitalized motive and the man of but average ability,
under ordinary circumstances, will suddenly develop
superpower.

What man can and will accomplish to please the
woman of his choice (providing the woman knows how
to stimulate him to action) bas ever been a source of
wonderment to students of the human mind.

There are three major motivating forces to which
man responds in practically all of his efforts. These
are:

1. The motive of self-preservation

2. The motive of sexual contact

3. The motive of financial and social power.
Stated more briefly, the main motives which

impel men to action are money, sex and self-
preservation. Leaders who are seeking a motivating
force out of which to secure action from a following
may find it under one or more of these three
classifications.

As you have observed, this lesson is very closely
related to the Introductory Lesson and Lesson Two
which cover the Law of the Master Mind. It is
possible for groups to function co-operatively, without
thereby creating a Master Mind, as, for example,
where people co-operate merely out of necessity,
without the spirit of harmony as the basis of their
efforts. This sort of co-operation may produce
considerable power, but nothing to compare with that
which is possible when every person in an alliance
subordinates his or her own individual interests and
co-ordinates his or her efforts with those of all other
members of the alliance, in perfect harmony.

The extent to which people may be induced to co-
operate, in harmony, depends upon the motivating
force which impels them to action. Perfect harmony
such as is essential for creating a Master Mind can be
obtained only when the motivating force of a group is
sufficient to cause each member of the group
completely to forget his or her own personal interests
and work for the good of the group, or for the sake of
attaining some idealistic, charitable or philanthropic
objective.

The three major motivating forces of mankind
have been here stated for the guidance of the Leader
who wishes to create plans for securing cooperation
from followers who will throw themselves into the
carrying out of his plans in a spirit of unselfishness
and perfect harmony.

Men will not rally to the support of a leader in
such a spirit of harmony unless the motive that impels
them to do so is one that will induce them to lay aside
all thoughts of themselves.

We do well that which we love to do, and
fortunate is the Leader who has the good judgment to
bear this fact in mind and so lay his plans that all his
followers are assigned parts that harmonize with this
law.

The leader who gets all there is to be had from
his followers does so because he has set up in the
mind of each a sufficiently strong motive to get each
to subordinate his own interests and work in a perfect

YOUR position is nothing
more than your opportunity
to show what sort of ability
you have. You will get out
of it exactly what you put
into it – no more and no
less. A “big” position is but
the sura total of numerous
little” positions well filled.

spirit of harmony with all other members of the group.
Regardless of who you are, or what your definite
chief aim may be, if you plan to attain the object of
your chief aim through the co-operative efforts of
others you must set up in the minds of those whose
cooperation you seek a motive strong enough to insure
their full, undivided, unselfish co-operation, for you
will then be placing back of your plans the power of
the Law of the Master Mind.

You are now ready to take up Lesson Fourteen,
which will teach you how to make working capital out
of all mistakes, errors and failures which you have
experienced, and also how to profit by the mistakes
and failures of others.

The president of one of the great railway systems
of the United States said, after reading the next
lesson, that “this lesson carries a suggestion which, if
heeded and understood, will enable any person to
become a master in his chosen life-work.”

For reasons which will be plain after you have
read the next lesson, it is the author’s favorite lesson
of this course.

YOUR STANDING ARMY

An After-the-Lesson Visit With the Author

the standing army

(These fifteen soldiers are labeled: Definite Chief
Aim, Self-Confidence, Habit of Saving, Imagination,
Initiative and Leadership, Enthusiasm, Self-Control,
Doing More Than Paid For, Pleasing Personality,
Accurate Thought, Concentration, Co-operation,
Failure, Tolerance, Golden Rule)

Power comes from organized effort. You see in the
above picture the forces which enter into all
organized effort. Master these fifteen forces and
you may have whatever you want in life. Others
will be helpless to defeat your plans. Make these
fifteen forces your own and you will be an
accurate thinker.

IN the picture at the top of this page you see the
most powerful army on earth! Observe the emphasis
on the word POWERFUL.

This army is standing at attention, ready to do the
bidding of any person who will command it. It is
YOUR army if you will take charge of it.

This army will give you POWER sufficient to
mow down all opposition with which you meet. Study
the picture carefully, then take inventory of yourself
and find out how many of these soldiers you need.

If you are a normal person you long for material
success.

Success and POWER are always found together.
You cannot be sure of success unless you have power.
You cannot have power unless you develop it through
fifteen essential qualities.

Each of these fifteen qualities may be likened to
the commanding officer of a regiment of soldiers.
Develop these qualities in your own mind and you will
have POWER.

The most important of the fifteen commanding
officers in this army is DEFINITE PURPOSE.

Without the aid of a definite purpose the
remainder of the army would be useless to you. Find
out, as early in life as possible, what your major
purpose in life shall be. Until you do this you are
nothing but a drifter, subject to control by every stray
wind of circumstance that blows in your direction.

Millions of people go through life without
knowing what it is they want.

All have a purpose, but only two out of every
hundred have a DEFINITE purpose. Before you decide
whether your purpose is DEFINITE or not, look up the
meaning of the word in the dictionary.

NOTHING IS IMPOSSIBLE TO THE PERSON
WHO KNOWS WHAT IT IS HE WANTS AND
MAKES UP HIS MIND TO ACQUIRE IT!

Columbus had a DEFINITE PURPOSE and it be-
came a reality. Lincoln’s major DEFINITE PURPOSE
was to free the black slaves of the South and he turned
that purpose into reality. Roosevelt’s major purpose,
during his first term of office, was to build the
Panama Canal. He lived to see that purpose realized.
Henry Ford’s DEFINITE PURPOSE was to build the
best popular priced automobile on earth. That purpose,
backed persistently, has made him the most powerful
man on earth. Burbank’s DEFINITE PURPOSE was to
improve plant life. Already that purpose has made
possible the raising of enough food on ten square
miles of land to feed the entire world.

Twenty years ago Edwin C. Barnes formed a
DEFINITE PURPOSE in his mind. That purpose was
to become the business partner of Thomas A. Edison.
At the time his purpose was chosen Mr. Barnes had no
qualification entitling him to a partnership with the
world’s greatest inventor. Despite this handicap he
became the partner of the great Edison. Five years ago
he retired from active business, with more money than
he needs or can use, wealth that he accumulated in
partnership with Edison.

NOTHING IS IMPOSSIBLE TO THE MAN WITH
A DEFINITE PURPOSE!

Opportunity, capital, co-operation from other men
and all other essentials for success gravitate to the
man who knows what he wants!

Vitalize your mind with a DEFINITE PURPOSE
and immediately your mind becomes a magnet which
attracts everything that harmonizes with that purpose.

James J. Hill, the great railroad builder, was a
poorly paid telegraph operator. Moreover, he had
reached the age of forty and was still ticking away at
the telegraph key without any outward appearances of
success.

Then something of importance happened! Of
importance to Hill and to the people of the United
States. He formed the DEFINITE PURPOSE of
building a railroad across the great waste desert of the
West. Without reputation, without capital, without
encouragement from others James J. Hill got the
capital and built the greatest of all the railroad
systems of the United States.

Woolworth was a poorly paid clerk in a general
store. In his mind’s eye he saw a chain of novelty
stores specializing on five and ten cent sales. That
chain of stores became his DEFINITE PURPOSE. He
made that purpose come true, and with it more
millions than he could use.

Cyrus H. K. Curtis selected, as his DEFINITE
PURPOSE, the publishing of the world’s greatest
magazine. Starting with nothing but the name
“Saturday Evening Post,” and opposed by friends and
advisers who said “It couldn’t be done,” he
transformed that purpose into reality.

Martin W. Littleton is the most highly paid
lawyer in the world. It is said that he will accept no
retainer under $50,000.00. When he was twelve years
old he had never been inside of a school boom. He
went to hear a lawyer defend a murderer. That speech
so impressed him that he grabbed hold of his father’s
hand and said, “Some day I am going to be the best
lawyer in the United States and make speeches like
that man.”

“Fine chance for an ignorant mountain youth to
become a great lawyer,” someone might say, but
remember that NOTHING IS IMPOSSIBLE TO THE
MAN WHO KNOWS WHAT HE WANTS AND
MAKES UP HIS MIND TO GET IT.

Study each of the fifteen soldiers shown in
command of the army in the picture at the beginning
of this essay.

Remember, as you look at the picture, that no one
of these soldiers alone is powerful enough to insure
success. Remove a single one of them and the entire
army would be weakened.

The powerful man is the man who has developed,
in his own mind, the entire fifteen qualities
represented by the fifteen commanding officers shown
in the picture. Before you can have power you must
have a DEFINITE PURPOSE; you must have SELF-
CONFIDENCE with which to back up that purpose;
you must have INITIATIVE and LEADERSHIP with
which to exercise your self-confidence; you must have
IMAGINATION in creating your definite purpose and
in building the plans with which to transform that
purpose into reality and put your plans into action.
You must mix ENTHUSIASM with your action or it
will be insipid and without “kick.” You must exercise
SELF-CONTROL. You must form the habit of DOING
MORE THAN PAID FOR. You must cultivate a
PLEASING PERSONALITY. You must acquire the
HABIT OF SAVING. You must become an
ACCURATE THINKER, remembering, as you develop
this quality, that accurate thought is based upon
FACTS and not upon hearsay evidence or mere
information. You must form the habit of
CONCENTRATION by giving your undivided
attention to but one task at a time. You must acquire
the habit of CO-OPERATION and practice it in all
your plans. You must profit by FAILURE, your own
and that of others. You must cultivate the habit of
TOLERANCE. Last, but by no means the least
important, you must make the GOLDEN RULE the
foundation of all you do that affects other people.

Keep this picture where you can see it each day
and, one by one, call these fifteen soldiers out of the
line and study them. Make sure that the counterpart of
each is developed in your own mind.

All efficient armies are well disciplined!

The army which you are building in your own
mind must, also, be disciplined. It must obey your
command at every step,

When you call out of the line the thirteenth
soldier, “FAILURE,” remember that nothing will go as
far toward developing discipline as will failure and
temporary defeat. While you are comparing yourself
with this soldier determine whether or not you have
been profiting by your own failures and temporary
defeat.

FAILURE comes to all at one time or another.
Make sure, when it comes your way, that you will
learn something of value from its visit. Make sure,
also, that it would not visit you if there was not room
for it in your make-up.

To make progress in this world you must rely
solely upon the forces within your own mind for your
start. After this start has been made you may turn to
others for aid, but the first step must be taken without
outside aid.

After you have made this “start,” it will surprise
you to observe how many willing people you will
encounter who will volunteer to assist you.

Success is made up of many facts and factors,
chiefly of the fifteen qualities represented by these
fifteen soldiers. To enjoy a well balanced and rounded
out success one must appropriate as much or as little
of each of these fifteen qualities as may be missing in
one’s own inherited ability.

When you came into this world you were endowed
with certain inborn traits, the result of millions of
years of evolutionary changes, through thousands of
generations of ancestors.

Added to these inborn traits you acquired many
other qualities, according to the nature of your
environment and the teaching you received during
your early childhood. You are the sum total of that
which was born in you and that which you have picked
up from your experiences, what you have thought and
what you have been taught, since birth.

Through the law of chance one in a million
people will receive, through inborn heredity and from
knowledge acquired after birth, all of the fifteen
qualities named in the picture above.

All who are not fortunate enough to have thus
acquired the essentials for SUCCESS must develop
them within themselves.

The first step in this “development” process is to
realize what qualities are missing in your naturally
acquired equipment. The second step is the strongly
planted DESIRE to develop yourself where you are
now deficient.

Prayer sometimes works, while at other times it
does not work.

It always works when backed with unqualified
FAITH. This is a truth which no one will deny, yet, it
is a truth which no one can explain. All we know is
that prayer works when we BELIEVE it will work.
Prayer without FAITH is nothing but an empty
collection of words.

A DEFINITE PURPOSE may be transformed into
reality only when one BELIEVES it can be done.
Perhaps the selfsame law that turns the prayer based
upon FAITH into reality transforms, also, a DEFINITE
PURPOSE that is founded upon belief into reality.

It can do no harm if you make your DEFINITE
PURPOSE in life the object of your daily prayer. And,
as you pray remember that prayer based upon FAITH
always works.

Develop in your own mind all of the fifteen
qualities, from a DEFINITE PURPOSE to the
GOLDEN RULE, and you will find the application of
FAITH is not difficult.

Take inventory of yourself. Find out how many of
the fifteen qualities you now possess. Add to this
inventory the missing qualities until you have, in your
mind, the entire fifteen. You will then be ready to
measure your success in whatever terms you DESIRE.

The qualities represented by the fifteen soldiers
shown in this picture are the brick and the mortar and
the building material with which you must build your
Temple of Success. Master these fifteen qualities and
you may play a perfect symphony of success in any
undertaking, just as one who has mastered the
fundamentals of music may play any piece at sight.

Make these fifteen qualities your own and you
will be an EDUCATED person, because you will have
the power to get whatever you want in life without
violating the rights of others.

“All worlds are man’s, to conquer and to rule
This is the glory of his life.

But this its iron law: first must he school

Himself. Here ‘gins and ends all strife.”