The Magic Of Thinking Big

Who we believe we are determines our outcomes. If we believe we’re a successful person, we’ll tend to be successful. If we believe we’re mediocre, or that life is too hard for real success, then we manifest those results. The most basic way to success, then, is to believe in one’s abilities. The process is simple: Believe that you are successful, and you’ll begin to be that way in real life. This is central to the book and its themes.

The mind is like a “broadcasting system” that “transmits messages […] on two equally powerful channels: Channel P (positive) and Channel N (negative)” (201). Each channel responds to prompts: If a person thinks a negative thought, Channel N will respond with lots of negative comments to back up that thought. If the person thinks positively, Channel P kicks in and delivers a slew of positive messages confirming the initial positive thought. The secret to thinking positive thoughts, then, is to start deliberately with a positive thought and let Channel P produce positivity in a “chain reaction” triggered by that first positive thought.

Schwartz believes that unsuccessful people have a disease he calls “excusitis”: “Persons with mediocre accomplishments are quick to explain why they haven’t, why they don’t, why they can’t, and why they aren’t” (25). The most common excuses are health issues, lack of education, bad luck, and being either too old or too young. Successful people don’t suffer from excusitis; instead, they find ways around obstacles and persist until they reach their goals.

A goal “is an objective, a purpose. A goal is more than a dream; it’s a dream being acted upon” (252). It’s not a wish but an objective that’s in process. Goals are how humans accomplish things. They do so first by believing they can achieve the goals, then act decisively and quickly to make them happen.

Taking the initiative is critical to success in any activity. Instead of waiting for the situation to be perfect, people should make a plan and begin work on it immediately. In personal relations, instead of waiting for others to introduce themselves, people should take the initiative, introduce themselves, and get to know the other person. A good way to start is to say something pleasant or complimentary; this gets a conversation going or at least generates goodwill from the other person.

Initiative thus has two aspects. One is social: “Take the initiative in building friendships” (197). The other is operational: It involves “doing something worthwhile without being told to do it” (230). Initiative is a key to success. Advice on taking the initiative is concentrated in Chapter 9, “Think Right Toward People,” and in Chapter 10, “Get the Action Habit.”

At work and elsewhere, it’s sometimes critical to one’s success to take the initiative, grab the reins, and lead a group toward a goal. Leadership requires specific skills—it’s not about being a tyrant or a by-the-book martinet—and a successful leader knows these rules. They include seeing situations through the other person’s eyes, treating others humanely, inspiring people toward continuous improvement, and regularly taking some alone time to think over the best path forward. Most of the leadership rules are covered in Chapter 13.

Likability is critical for success. People think their skills are paramount in business. However, when employers decide whom to hire, usually “the ‘likability’ factor is given far more weight than the technical factor” (193). Without likability, others won’t give a person nearly as much support. Likability is trainable: Schwartz recommends that people take the initiative on making contacts and friendships, accepting people’s differences, finding things to like in every person, being a good listener, always being courteous, and never blaming others for one’s own setbacks. Much of his advice on getting along well with others is contained in Chapter 9.

A passivationist is the opposite of an activationist. Passivationists are passive: They shy away from doing anything about their dreams. While an activationist gets things done, a passivationist “is going to do but doesn’t” (214). Schwartz recommends that readers avoiding the passivationist life and instead adopt that of the activationist. (See also “Activationist,” above.)

The point of thinking big is to achieve success. Schwartz provides a lengthy definition of success:

Success means personal prosperity: a fine home, vacations, travel, new things, financial security, giving your children maximum advantages. Success means winning admiration, leadership, being looked up to by people in your business and social life. Success means freedom: freedom from worries, fears, frustrations, and failure. Success means self-respect, continually finding more real happiness and satisfaction from life, being able to do more for those who depend on you. Success means winning. Success—achievement—is the goal of life! Every human being wants success (9).

Success, in short, is all the various things people want in their lives. The purpose of thinking big, then, is to achieve these goals. To some degree, success is defined by each person and their desires, and they’ll know when they achieve it. Regardless of someone’s goals, the way to reach them is daily use of positive mental imagery. Beyond that, Schwartz offers techniques for attaining success in specific areas—at work and financially, at home, with people, and when leading others. These techniques become the positive imagery that people can practice to habituate themselves to successful behaviors.