第 1 章
Unlocking the Mind: How Successful People Think
Ever wondered why some people consistently rise to the top while others plateau despite similar intelligence or opportunities? The secret lies not in what they know, but in how they think. John C. Maxwell's "How Successful People Think" reveals that the quality of your thinking directly determines your success potential. This isn't just another business book-it's a manual for mental transformation that has influenced leaders from Fortune 500 executives to NFL coaches. Beloved by figures like Indra Nooyi and Tim Cook for its practical wisdom, Maxwell's work has sold millions of copies worldwide and been translated into over 50 languages. The book's enduring popularity stems from its simple yet profound premise: change your thinking, and you'll change your life.
第 2 章
The Thinking Revolution: Why Your Mental Habits Matter
Good thinkers are always in demand. While those who know how may find employment, those who know why become the leaders. Throughout forty years of studying successful individuals across diverse fields, Maxwell discovered they all think alike-and more importantly, this thinking pattern can be learned.
The value of improved thinking cannot be overstated. Good thinking generates revenue, solves problems, and creates opportunities. It elevates you both personally and professionally, fundamentally changing your life trajectory. However, this transformation requires understanding several key principles.
First, changed thinking doesn't happen automatically. Good ideas don't find you-you must actively search for them. Becoming a better thinker demands deliberate work. The encouraging news is that once you start thinking better, good ideas keep coming, creating a virtuous cycle of improvement.
Second, thinking is genuinely difficult work. As Albert Einstein noted, "Thinking is hard work; that's why so few do it." When someone claims an idea is "just off the top of my head," you should expect mediocrity. The difficulty explains why tools and frameworks that enhance the thinking process are so valuable.
Finally, improved thinking delivers extraordinary returns on investment. Napoleon Hill observed that "more gold has been mined from the thoughts of man than has ever been taken from the earth." While gold mines eventually tap out, markets crash, and real estate values fluctuate, a well-developed mind becomes an inexhaustible resource that continues producing value throughout your lifetime.
To become a better thinker, Maxwell recommends a systematic approach. Begin by exposing yourself to good input-read quality books, review industry publications, listen to thought-provoking recordings, and spend time with accomplished thinkers. When something intrigues you, capture it immediately.
Surround yourself with sharp people who challenge your ideas. As Proverbs notes, iron sharpens iron-and sharp people sharpen one another. Choose to think good thoughts intentionally by creating a thinking schedule. Dan Cathy, president of Chick-fil-A, follows a disciplined approach: half a day every two weeks, one whole day monthly, and two or three full days yearly to "keep the main thing, the main thing."
Most crucially, act on your good thoughts promptly. Ideas have a short shelf life-implement them before they expire. As World War I ace Eddie Rickenbacker advised, "I can give you a six-word formula for success: Think things through-then follow through."
第 3 章
Big-Picture Thinking: Seeing Beyond the Immediate
Big-picture thinking benefits anyone in any profession, bringing perspective and maturity to your thought processes. It expands both what you can see and what you can accomplish. Donald Trump captured this sentiment perfectly: "You have to think anyway, so why not think big?"
To develop big-picture thinking, commit to continuous learning. Big-picture thinkers are never satisfied with current knowledge-they constantly explore new places, read new books, meet new people, and develop new skills. This expansive approach enables them to connect seemingly unrelated concepts and see patterns others miss.
Listen intentionally to experts in unfamiliar areas. When dining with NFL coaches Dave Wannstedt and Butch Davis, Maxwell peppered them with questions about teamwork. As he later explained to his son-in-law, "If I'm going to learn and grow, I must know what questions to ask and how to apply the answers." Big-picture thinkers recognize their knowledge gaps and ask penetrating questions to expand their understanding.
Look expansively beyond your immediate perspective. As Thoreau wrote, "Many an object is not seen, though it falls within the range of our visual ray, because it does not come within the range of our intellectual ray." We habitually see our own world first-attendees focus on seating arrangements while speakers worry about lighting and sound. Big-picture thinkers make conscious efforts to step outside themselves and see through others' eyes.
Live completely, recognizing that "the value of life lies not in the length of days, but in the use we make of them," as Montaigne observed. Big-picture thinkers live with wholeness and fulfillment because they expand their world and experiences. They accomplish more than narrow-minded people and experience fewer unwanted surprises because they see the many components in any situation: issues, people, relationships, timing, and values.
The benefits of big-picture thinking are substantial. It enables leadership by helping you see the vision before others do, size up complex situations, sketch the destination including potential obstacles, and seize the moment when timing is right. It keeps you on target by ensuring you're doing the right things, not just things. It allows you to see situations from others' perspectives, promotes teamwork by helping team members understand how their work fits together, prevents you from getting caught in mundane details, and helps you chart uncharted territory by seeing bridges in your mind long before anyone else.
To develop big-picture thinking, embrace ambiguity rather than forcing observations into pre-formulated mental categories. Learn from every experience-not just successes but especially failures. Gain insight from diverse people with different backgrounds and perspectives. Most importantly, give yourself permission to expand your world, celebrating new discoveries and never forgetting there's always more to learn.
第 4 章
Focused Thinking: Harnessing Mental Energy
While big-picture thinking expands your vision, focused thinking brings clarity and depth. As philosopher Bertrand Russell noted, "To be able to concentrate for a considerable time is essential to difficult achievement." Focused thinking removes distractions and mental clutter so you can concentrate with precision.
Focus brings energy and power to almost anything, whether physical or mental. Whether perfecting a baseball pitch, refining a manufacturing process, or solving a complex mathematical problem, focused thinking improves your technique. The greater the difficulty of an issue, the more focused thinking time you'll need to solve it.
Focused thinking also gives ideas time to develop. While brainstorming generates many ideas, taking them to the next level requires shifting from expansive to selective thinking. A good idea becomes great when given focused attention. Though concentrating on a single idea can sometimes be frustrating and doesn't always yield immediate results, when it works, not only does the idea grow-so do you.
Like a golfer who needs to see the pin clearly, focused thinking brings clarity to your target. Without a visible objective, focus turns to frustration and poor performance. Focus helps you know the goal and achieve it, bringing clarity to your direction and purpose.
Most importantly, focused thinking is essential for reaching the next level in any endeavor. No one achieves greatness as a generalist. You don't hone skills by diluting your attention across too many areas. The only way to reach the next level-whether improving your game, sharpening your business plan, or solving personal problems-is through deliberate focus. As Harry Overstreet observed, "The immature mind hops from one thing to another; the mature mind seeks to follow through."
To harness the power of focused thinking, start by identifying your priorities. Apply the 80/20 rule-give 80 percent of your effort to the top 20 percent activities that bring the highest returns. Discover your unique gifts and talents through personality assessments, feedback from others, and reflection on past successes. Develop your dream by noticing where your thoughts repeatedly return, then move forward without second-guessing.
To maintain focus, remove distractions by practicing your priorities-doing first things first, not easy or urgent things first. Create a "thinking place" where you can insulate yourself from interruptions. Make time for focused thinking by identifying your best thinking time (for Maxwell, it's mornings) and reserving it exclusively for thinking and writing. Keep important items physically visible as reminders, set clear goals that provide direction, and regularly question your progress to ensure you're moving toward your objectives.
Remember that excellence requires sacrifice. No one can reach the highest level while remaining a generalist. To excel at a few things, you must give up many others. This might mean limiting your social circle, delegating tasks you'd enjoy doing yourself, declining travel opportunities, or accepting that you can't be well-rounded. As Maxwell notes, "Ninety-nine percent of everything in life I don't need to know about." Focus on the one percent that gives the highest return.
第 5 章
Creative Thinking: Unleashing Innovation
Creativity is pure gold, regardless of your profession. As Annette Moser-Wellman asserts, "The most valuable resource you bring to your work and to your firm is your creativity." Yet few possess this skill in abundance. Creative thinking isn't necessarily original thinking-it's often a composite of other thoughts discovered along the way. Even great artists learned from masters, modeled their work on others, and combined various ideas and styles to create their own work.
Creative thinkers share several common characteristics. They value ideas, dedicating themselves to generating and developing them. They explore options, recognizing that multiple possibilities stimulate imagination, which Einstein considered "more important than knowledge." They embrace ambiguity rather than rushing to eliminate uncertainty. They celebrate the offbeat, recognizing that creativity often explores paths less traveled. They connect seemingly unrelated ideas, making associations that others miss. Perhaps most importantly, they don't fear failure, understanding that creativity demands being willing to look foolish and try approaches that might not work.
The benefits of creative thinking are substantial. It adds value to everything you do, whether through invention (breaking new ground) or innovation (doing old things in new ways). It compounds over time-as Maya Angelou observed, "You can't use up creativity. The more you use, the more you have." Creative thinking draws people to you and your ideas because people admire intelligence and are attracted to fun, making the combination irresistible. It helps you learn more by keeping you open to new possibilities. And it challenges the status quo, making it essential for anyone who wants to improve their world.
To discover the joy of creative thinking, start by removing creativity killers-phrases like "I'm not creative," "follow the rules," "be practical," or "it's never been done." Ask the right questions, such as "Why must it be done this way?" "What is the root problem?" or "What's the opposite?" Develop a creative environment that encourages ideas, values trust among team members, embraces creative people, and appreciates the power of dreams. Spend time with other creative people, as creativity is contagious. And get out of your box by exposing yourself to new paradigms-travel to new places, explore different cultures, and read on unfamiliar subjects.
Remember that creativity isn't innate-it can be cultivated with the right environment and deliberate effort. As Katharine Hepburn remarked, "If you obey all the rules... you will miss all the fun."
第 6 章
Realistic Thinking: Grounding Vision in Reality
As anyone who's been out of work for a few years knows, there's usually a huge gap between academic education and the reality of the working world. Early in his career, Maxwell avoided realistic thinking because he thought it would interfere with his creativity. But with experience, he realized that realistic thinking actually adds tremendous value to life and work.
Reality is the difference between what we wish for and what is. Maxwell's evolution into a realistic thinker happened in phases-from complete avoidance to occasional engagement to recognition of its necessity for problem-solving to making it a continual part of his life and business. He discovered that realistic thinking provides certainty and security, serving as a foundation for success.
Realistic thinking offers numerous benefits. It minimizes downside risk by helping you anticipate consequences and plan for them. It gives you a target and game plan, leading to excellence in leadership because it requires facing reality. It catalyzes change by forcing you to recognize when current approaches aren't working. It provides security by helping you develop contingency plans and reducing the gap between expectations and reality. It gives you credibility with others who see that you've thought through challenges thoroughly. It provides a foundation to build on by removing the "wish" factor from ideas. It serves as a friend during trouble by giving you something concrete to fall back on. And it brings dreams to fruition by helping you tackle problems directly.
To become a better realistic thinker, develop an appreciation for truth. As President Truman said, "I never give 'em hell. I just tell the truth and they think it is hell." People tend to exaggerate success and minimize failures, but realistic thinking requires facing facts squarely. Do your homework by gathering accurate information and learning what others have done in similar circumstances. Think through the pros and cons of different approaches, examining issues from multiple angles. Picture the worst-case scenario so you can prepare for it. And align your thinking with your resources, using what you have to fill gaps between desires and reality.
The value of realistic thinking was dramatically demonstrated after September 11, 2001. The destruction of the World Trade Center far surpassed any worst-case scenarios anyone might have envisioned. At the February 2002 Super Bowl in New Orleans, unprecedented security measures were implemented-from eight-foot fences and concrete barriers to thorough screening and evacuation plans. Mayor Marc Morial said, "We want to send a message that New Orleans is going to be the safest place in America." The comprehensive preparation created a sense of safety-that's what happens when leaders recognize the importance of realistic thinking.
第 7 章
Strategic Thinking: Planning Your Path to Success
Strategic thinking isn't restricted to military action or business. It can positively impact any area of life by helping you plan effectively, become more efficient, maximize strengths, and find direct paths toward objectives.
Most people plan their lives one day at a time-making to-do lists and diving into action. Fewer plan weekly, reviewing calendars and goals before working. Maxwell takes planning further, spending half a day monthly working on his calendar for the next forty days-reviewing travel schedules, planning family activities, outlining projects, blocking time for thinking and writing, and even scheduling fun activities and time for the unexpected. This strategic approach helps him accomplish significantly more.
Strategic thinking simplifies difficult tasks by breaking down complex issues and long-term objectives into manageable sizes. As Miguel de Cervantes said, "The man who is prepared has his battle half fought." It prompts you to ask the right questions, such as: What should we do next and why? Who's responsible for what? What are our projected finances? Are we on target? Are we achieving expected quality? How can we be more effective?
Good strategic thinkers match strategy to problems, recognizing that one-size-fits-all approaches rarely work. As General Patton observed, "Successful generals make plans to fit circumstances, but do not try to create circumstances to fit plans." Strategic thinking serves as a bridge connecting your current position to your desired destination, providing direction in the present while enhancing future potential. It reduces your margin for error by aligning actions with objectives. And it gives you influence with others-the person with the plan holds the power, whether in business, ministry, or family life.
To become a better strategic thinker, break complex issues into smaller, more manageable parts, just as Henry Ford did when creating the assembly line. Ask why before how-understanding the reasons for decisions opens your mind to possibilities and helps determine appropriate resource levels. Identify the real issues and objectives by asking probing questions and gathering sufficient information. Review your resources-time, money, materials, and team capabilities-before developing your plan. Start with obvious elements that bring unity and consensus, then build on those fundamentals. Put the right people in the right places, aligning talents with responsibilities. And keep repeating the process-as Olan Hendrix said, "Strategic thinking is like showering, you have to keep doing it."
Remember Thane Yost's observation: "The will to win is worthless if you do not have the will to prepare." Strategic thinking is that preparation, turning intentions into achievements.
第 8 章
Possibility Thinking: Expanding Your Horizons
People who embrace possibility thinking accomplish seemingly impossible tasks because they believe in solutions. When you believe you can do something difficult and succeed, many doors open. George Lucas's success with Star Wars, despite those who said the special effects couldn't be done, led to Industrial Light and Magic (ILM), merchandising opportunities, and influence that "dictated for two decades the essential broad notion of what is cinema."
Possibility thinking draws opportunities and people to you. Big thinkers attract big people and create possibilities for others too, partly because possibility thinking is contagious. It allows you to dream bigger dreams, transforming your aspirations from molehills to mountains. It makes it possible to rise above average by removing the "impossible" label from challenges. It gives you energy-you invest yourself in what you believe can succeed. And it keeps you from giving up because you believe success is possible.
Rudy Giuliani exemplified possibility thinking during the 2001 World Trade Center tragedy. When faced with leading New York through chaos, he found inspiration in Churchill's leadership during the London Blitz. Rather than sleeping after 16 grueling hours, he read Churchill's biography to learn how to help people see possibilities during crisis. Like Churchill, Giuliani kept his people going through inspiration and leadership.
Even naturally cynical people can become possibility thinkers by choice. George Lucas admits, "I'm very cynical, and as a result, I think the defense I have against it is to be optimistic." To cultivate possibility thinking, start by eliminating negative thoughts. Sports psychologist Bob Rotella suggests, "If you don't want to get into positive thinking, that's OK. Just eliminate all the negative thoughts from your mind, and whatever's left will be fine."
Stay away from so-called experts who often destroy dreams more effectively than anyone else. As rocket pioneer Wernher von Braun noted, "I have learned to use the word impossible with the greatest of caution." Look for possibilities in every situation, as Sam Walton did when visiting competitors' stores-always finding something valuable to implement in his own stores. Dream one size bigger than feels comfortable, pushing yourself beyond current limitations. Question the status quo, recognizing that growth requires change. And find inspiration from great achievers who embody Robert F. Kennedy's adaptation of George Bernard Shaw: "Some men see things as they are and say, 'Why?' I dream of things that never were and say, 'Why not?'"
The truth remains: people who believe they can't, don't. But if you believe you can, you can!
第 9 章
Reflective Thinking: Learning from Experience
The pace of our society discourages reflective thinking, with most people preferring action over thought. Yet reflective thinking serves as the mind's Crock-Pot, allowing thoughts to simmer until fully developed. Through reflection, we learn from successes and mistakes, determining what to repeat and what to change.
Reflective thinking gives you true perspective, helping you evaluate timing and appreciate previously unnoticed details. It provides emotional integrity to your thought life by creating distance from intense experiences, allowing you to see them with fresh eyes. It increases your confidence in decision-making by diffusing doubt and building mental road markers for future situations. It clarifies the big picture, placing ideas and experiences into more accurate context. And it turns good experiences into valuable ones by extracting wisdom from them.
As Mark Twain said, "We should be careful to get out of an experience all the wisdom that is in it-not like the cat that sits down on a hot stove lid. She will never sit down on a hot stove lid again-and that is well; but also she will never sit down on a cold one anymore."
To embrace reflective thinking, set aside dedicated time for it. Greek philosopher Socrates observed, "The unexamined life is not worth living." Remove yourself from distractions, finding solitude where interruptions won't occur. Regularly review your calendar or journal to remind yourself of how you've spent your time and whether your activities match your priorities. Ask yourself meaningful questions about your values, relationships, and experiences. And cement your learning through action-writing down thoughts has value, but nothing helps you grow like putting those thoughts into practice.
Remember that experience alone doesn't add value to life-it's the insight gained through reflection that matters. By making reflection a regular practice, you transform ordinary experiences into extraordinary wisdom that guides future decisions and actions.
第 10 章
Question Popular Thinking: Breaking Free from Conventional Wisdom
Economist John Maynard Keynes asserted, "The difficulty lies not so much in developing new ideas as in escaping from the old ones." Going against popular thinking can be difficult, whether you're a businessperson bucking company tradition, a pastor introducing new types of music, or a teenager ignoring popular styles. If you value popularity over good thinking, you will severely limit your potential to learn.
Popular thinking is problematic for many reasons. It's too average, inflexible, lazy, small, satisfied, traditional, naive, undisciplined, limiting, trendy, shallow, proud, self-absorbed, and uncommitted to embrace good thinking. As Kevin Myers says, "The problem with popular thinking is that it doesn't require you to think at all." Good thinking is hard work-if it were easy, everybody would be a good thinker.
Popular thinking offers false hope, promising safety in numbers while often leading down wrong paths. It once said the earth was the center of the universe until Copernicus proved otherwise. It said surgery didn't require clean instruments until Joseph Lister introduced antiseptic practices. It denied women the right to vote until reformers fought for that right. Popular thinking resists change and dampens innovation, as Donald M. Nelson criticized: "We must discard the idea that past routine, past ways of doing things, are probably the best ways."
Perhaps most significantly, popular thinking brings only average results. The essence of popular thinking is mediocrity: Popular = Normal = Average. It represents minimal effort to just get by. When we adopt popular thinking, we limit our success potential to the middle ground between the least of the best and the best of the least.
To break free from popular thinking, think before you follow. Success requires thinking about what's best, not what's popular. After 9/11, when most avoided travel, Maxwell and his wife seized opportunities in New York-securing cheap flights, discounted hotel rooms, and tickets to "The Producers" that normally required an 18-month wait.
Appreciate thinking different from your own by exposing yourself to diverse thinkers from varied backgrounds, education levels, and professional experiences. Continually question your own thinking, recognizing that our greatest success enemy is often yesterday's success. Try new things in new ways, breaking routines by seeking options and alternatives. And get used to being uncomfortable, understanding that rejecting popular thinking means embracing discomfort.
If you make decisions based on what works best rather than what's commonly accepted, you'll find that in your early years, you won't be as wrong as people think; in later years, you won't be as right as they believe; and throughout, you'll exceed your own expectations.
第 11 章
Shared Thinking: Multiplying Mental Power
Good thinkers, especially effective leaders, understand the power of collaborative thinking. By valuing others' ideas, they achieve compounding results that surpass individual capabilities. Shared thinking is faster than solo thinking, more innovative, brings greater maturity, creates stronger ideas, returns greater value, and is the only way to have truly great thinking.
In our fast-paced world, working alone limits progress. The younger generation intuitively understands this, often prioritizing workplace community over compensation. Learning from experienced others provides shortcuts in developing new skills. Though we romanticize lone geniuses, true innovation emerges from collaboration. Einstein acknowledged building upon others' work, and history's greatest innovations often came from partnerships-from the Curies' research to the Beatles' songwriting.
Each person has blind spots and experience gaps. When people with different experiences collaborate, they bring broader perspectives and greater maturity to challenges. As Goethe noted, "To accept good advice is but to increase one's own ability." Like two horses pulling together can move more weight than the sum of their individual capacities, collaborative thinking creates synergy that strengthens ideas beyond what any individual could produce.
Every great idea begins with several good ideas, and most good ideas emerge from shared thinking. Ben Jonson warned, "He that is taught only by himself has a fool for a master." While education often emphasizes individual achievement, the best answers come from combining everyone's thinking.
To harness the power of shared thinking, start by genuinely valuing the ideas of others. This requires emotional security-insecure people reject outside input, protect their territory, and keep others at bay. Value people themselves, not just their ideas, and appreciate the interactive process. Move from competition to cooperation, being indiscriminate about the source of good ideas. Have an agenda when you meet, knowing what you want to accomplish. Get the right people around the table-those whose greatest desire is the success of the ideas, who add value to others' thoughts, and who put the team first. And compensate good thinkers and collaborators well, recognizing their contribution to your success.
With the right people and willingness to participate, shared thinking can help you accomplish anything better than you could alone. Two people with one thought each always have the potential for a great thought together.
第 12 章
Unselfish Thinking: Creating a Legacy
Unselfish thinking has the potential to redefine how you view success, often delivering greater returns than any other kind of thinking. While other thinking styles help you achieve more, unselfish thinking changes your life in more profound ways.
Few things bring greater personal fulfillment than helping others. As Charles H. Burr noted, "Getters generally don't get happiness; givers get it." After a day of unselfishly serving others, you can sleep soundly without regrets. Even if you've spent much of your life pursuing selfish gain, it's never too late to change, as Alfred Nobel demonstrated when he established the Nobel Prizes after seeing his own premature obituary describing him as a merchant of death.
Unselfish thinking adds value to others, making the world better. As Bessie Anderson Stanley wrote in 1904, true success comes to those who "leave the world better than they found it" and "always looked for the best in others and given them the best they had." It encourages other virtues-because giving unselfishly is so difficult and contrary to human nature, mastering it makes developing gratitude, love, respect, patience, and discipline easier. It increases quality of life by putting everything in perspective. It makes you part of something greater than yourself. And it creates a legacy that outlives you by investing in people.
To cultivate unselfish thinking, put others first. As Blanchard and Peale wrote, "People with humility don't think less of themselves; they just think of themselves less." Expose yourself to situations where people have needs, whether serving at church, donating to food banks, volunteering professional services, or supporting charities. Give quietly or anonymously, experiencing the unique spiritual, mental, and emotional benefits that come when no one knows about your generosity. Invest in people intentionally, giving your time and attention to their development and well-being. And continually check your motives, following Benjamin Franklin's example by asking yourself daily: "What good am I going to do today?" and "What good have I done today?"
American educator Horace Mann said, "Be ashamed to die until you have won some victory for humanity." We may never be called to lay down our lives as firefighters did on September 11, 2001, but we can be unselfish thinkers who put others first, add value to their lives, and help them go farther than they thought possible.
第 13 章
Bottom-Line Thinking: Focusing on Results
How do you determine the bottom line for your organization, business, department, team, or group? While many businesses measure success by profit, dollars shouldn't always be the primary measure. Bottom-line thinking requires identifying what truly constitutes success beyond financial metrics.
When Frances Hesselbein became national executive director of the Girl Scouts of America in 1976, she focused on fundamental questions: "What is our business? Who is our customer? And what does the customer consider value?" She determined their bottom line was "to help a girl reach her highest potential." With this clarity, she reorganized the national staff, created planning systems, introduced management training, and modernized activities. By the time she left in 1990, the Girl Scouts had become a first-class organization with triple the minority participation.
Bottom-line thinking provides great clarity, helping you establish benchmarks to measure activity and ensure all efforts align toward larger goals. It helps you assess every situation by providing a clear standard for evaluation. It simplifies decision-making by clarifying priorities. It generates high morale by increasing your chances of winning. And it ensures your future by helping you align decisions, resources, hiring, and structure toward achieving your primary objective.
To implement bottom-line thinking, start by identifying your real bottom line-what you're truly compelled to achieve. Be as specific as possible; vague goals like "success" make bottom-line thinking difficult. Make the bottom line the point, ensuring alignment between stated intentions and actual priorities. As George W. Merck wisely noted about his company, "Medicine is for the people. It is not for the profits. The profits follow."
Create a strategic plan that ties directly to your bottom line, identifying the core elements necessary to achieve it. Align team members with the bottom line, ensuring everyone understands both the big goal and their individual role. And stick with one system, monitoring results continually by asking bottom-line questions about every core area. This disciplined approach helps turn your ideas into tangible results, allowing you to achieve whatever you desire.
As you move forward in your thinking journey, remember five key principles: Everything begins with a thought; what we think determines who we are and what we do; our thoughts determine our destiny and legacy; people who reach the top think differently than others; and most importantly, we can change how we think. By focusing on what's true, noble, just, pure, lovely and praiseworthy, we transform not just our thinking but our lives.
