Preface - The Publisher of this book, having personally known the author, Brown Landone, since August, 1943, feels that a short and personal message to all readers of "The SUCCESS PROCESS" is in order.

Although the idea for this book was born in August of 1915, as the result of a strong desire of the author to help solve a deep problem of a young friend, — it was not first published until the year 1927. In those years it had wide circulation in both this country and England.

Foreword - There is a divine plan for each one.

To miss what that is for us, is tragedy; to attain it, is what we call success.

In a very practical, understandable and attainable way, this book tells its own story so well—checks you up at times so abruptly, removes so much of your habit­ual conceit, and so enriches your life— that an introduction seems like a fifth wheel.

01. Five Factors - “OH, don't talk to me about how to succeed! I've read success advice and books and articles. They're all

"No good? "

"Good? They're too good! Why, when I've read just what to do to succeed, I go down to the office ready to tell the president to get out, so that I may show the world what real success is."

"Those books inspire me! They wind me up like an alarm clock all set for success. They make me dream Rocke-Morgan-Van-der-Gould dreams—and then each Friday, I wake up at the pay window for my five little five spots! "

02. Vivm Thinking - Some principles are so simple that we often overlook their significance. For instance, success is lack of failure; each failure is due to some mistake; each mis­take in action originates in some mistake in thinking. To change from failure to suc­cess, it is necessary to develop those processes of thought which prevent mis­takes, and which lead to success

03. Doing Process - Here is a process of success. It is a dual process. In the preceding chap­ter, I presented the mental process which prevents mistakes. In this chapter, I pre­sent the doing process which always leads to success.

A process is the way in which a thing is done. There are four different ways: (1) mere doing; (2) doing with a purpose; (3) doing which follows a thought-out plan; and (4) idealized doing which results from vivid imaging.

04. Only Three Means - Since efforts to succeed are related to others, your success depends largely on the means which you use in dealing with others. To succeed, you must persuade and convince others to buy the things you make or create, to desire your work, to respond to your leadership, or to accept your pre­sentation of principles, plans, propositions, policies, and ideals.

05. Persuade + Command - “One thing I like about Charles," said his sweetheart, "is that he's always the same—he never loses his temper."

To which Charles's sister replied: "Lose his temper ? O-o-oh, No-o-o! Charles never does th-a-a-t!"

And, the sweetheart began to wonder if she knew as much about Charles as she thought she did.

In words the sister said: "Oh, no! Charles never loses his temper." But her tones said: "You sweet, simple, little deary, Charles does lose his temper, and when he does! Well—it's a cyclone! Just wait until you're married to him!"

06. Action - If, in response to your call, a messenger boy comes to your office thirty minutes after the time he ought to have arrived; if he lazily shuffles into the office, leans against the wall with body out of poise, and knees loose-jointed—you know that he is not the kind of a boy who will hurry to deliver your message, even if in words, he faithfully promises to do so.

07. Selling - You would not buy a watermelon, if it were shaped like a tin dipper, or if it were as small as a lien's egg, because your senses of motion and direction tell you that its shape and form and size are not right. And, you refuse to buy the watermelon which sounds like lead when you tap it, be­cause your sense of sound tells you that it is not ripe.

08. Circumstances - When there is a train wreck, the engineers of trains which are scheduled to follow the train which has been wrecked, act wisely. They do not close their eyes and assert that there is no wreck. Neither do they attempt to "plow through" the pile of wreckage. Instead, they switch their trains to other tracks, and even use other railway lines, while wrecking crews are at work clearing away the wreckage.

09. Bodily Conditions - Conditions differ from circumstances. Circumstances are changeable condi­tions which merely "stand around about you," and, of them selves, have no stability. They are created by man, and can be over­come by man.

But, differing from circumstances, there are certain conditions which seem to be so "fixed" that they obstruct your progress toward success. They are of two kinds: un­desirable facial features, and malformations of the body. They are often so fixed that it seems impossible to change them.

10. Develop Capacities - Although much philosophical truth is presented only as theory, there are, however, three practical steps of develop­ment. First, learning what limits the ex­pression of the soul. Second, discovering, with scientific certainty, hidden capacities, which can be brought into actual manifesta­tion. Third, learning the process by which the soul becomes conscious of its limitless possibilities, and brings its hidden capaci­ties into expression

11. Secure Justice - The complaint that one has not been justly compensated is heard more often than any of the other excuses which are usu­ally made in attempting to explain failure. It is an excuse, although not often intended as an excuse. I sympathize with most of the people who make such an excuse—for they are earnest and sincere, and good workers. But, they are mistaken in thinking that they should be given just compensation provid­ing they work well, lead in their work, and give service.

12. Compensation - In a little village in Maryland, there lives an old man. Once he was well known, but you, of the younger generation, proba­bly know nothing of him. For thirty years he worked from fifteen to sixteen hours a day developing a product which will some day render immense service to mankind and be of great value to the world. Yet, in his own heart, he is a failure; and a failure in the opinion of the few who know of him.

13. Leadership - Not long ago I received the last intimate details of the life story of a man— well known on two continents, who failed because circumstances and conditions were always against him—at least, he thought so. If you knew his name, and should turn to "Who's Who In America," you would learn that he has held many positions of prominence, and you would read of many great things which he has done in North, Central, and South America.

14. What You Want - To often hear it said that there are two classes of men—those who talk, and those who do. I also hear it said that the talkers fail; and that the doers succeed. For many years, I thought this was a wise old saying well worth repeating, until I realized that the men who repeat it most often are the talkers who spend much of their time tell­ing others not to talk.

THE END