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http://ThinkRich.com  Andrew Carnegie is the man who’s really responsible for this philosophy, this science of personal philosophy, being structured this way. He explained, being the richest business person in the entire Americas at the time, to Napoleon Hill a young cub reporter, his idea that someone should codify what was not codified at that point, this system of how an ambitious person, starting at scratch with nothing other than ordinary income, ability, contact and resources can become wealthy. Someone who could explain in language anyone could understand what it takes to get ahead.

They spent three days together. It was supposed to be three quarters of an hour, but Andrew Carnegie liked what he saw and Napoleon Hill loved what he saw. It set Napoleon Hill off on his journey. He had found his life’s work.

And at the end of explaining his idea of a philosophy of success, he asked young Napoleon, who did not even understand what the word "philosophy" meant,

“Now that you’ve seen, now that you’ve heard, now that you understand what it is – this philosophy of success we’re looking for. That it’ll take you a long time – maybe twenty years… That I will give you introductions, even though I will not pay your way…

"Will you, do you, commit to discovering and building this philosophy and taking it to the world?"

Napoleon Hill didn’t know there was a stopwatch on him. Andrew Carnegie had given Napoleon 60 seconds to decide. Thank God, he only took 29. Later on, reflecting on the event Andrew Carnegie said the reason why he'd given Napoleon Hill 60 seconds, and only 60 seconds to make the decision,

“It has been my experience that a person who cannot reach a decision promptly cannot be depended upon to carry through any decision they may make.

"I’ve also observed," he went on, "that those who reach decisions promptly usually have the capacity to move with definiteness of purpose in other circumstances."

The interesting thing you should note here is that speakers and writers generally give the credit to the quality of decisiveness.

That's like mistaking the cough for the problem, when the cough is only a symptom of a condition in the body. It was not decisiveness; it was a different thing Andrew Carnegie was looking at. He was looking at count-on-ability. He was looking at a person who had the ability to move with definiteness of purpose.

This is what he needed in his empire. Someone he could count on, someone who, when they said they’d do something, they’d get it done. Someone who could be counted upon to grasp the opportunity, move on it, jump on it, have it done before it was even spoken.

Maybe those are the qualities you should nurture also, ¿eh?

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Andrew Carnegie's Take On Decisiveness by Ted Ciuba

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