It’s obvious. Much human behavior is puzzling. Have you ever wondered why a sales person will greet one customer with an alert “Yes sir, may I serve you?” but virtually ignore another? Or why a man will open a door for one women but not for another? Or why an employee will consistently carry out the instructions of one superior but only grudgingly do what another superior requests? Or why we will pay close attention to what on person says but not to another?
Look around you. You’ll observe some people receiving the “Hey, Mac” or “Hey, Buddy” treatment while others receive the sincere and important “Yes, sir” treatment. Watch. You’ll observe some people command confidence, loyalty, and admiration while others do not.
Look closer still, and you’ll also observe that those persons who command the most respect are also the most successful.
What is the explanation? It can be distilled into one word: thinking. Thinking does make it so. Others see in us what we see in ourselves. We receive the kind of treatment we think we deserve.
Thinking does make it so. The fellow who thinks he is inferior regardless of what his real qualifications may be, is inferior. For thinking regulates actions. If a man feels inferior, he acts that way, and no veneer or cover-up or bluff will hide for long this basic feeling. The person who feels he isn’t important, isn’t.
On the other side, a fellow who really thinks he is equal to the task, is.
To be important, we must think we are important, really think so: then others will think so too. Here again is the logic:
How you think determines how you act.
How you act in turn determines:
How others react to you.
Look closer still, and you’ll also observe that those persons who command the most respect are also the most successful.
What is the explanation? It can be distilled into one word: thinking. Thinking does make it so. Others see in us what we see in ourselves. We receive the kind of treatment we think we deserve.
Thinking does make it so. The fellow who thinks he is inferior regardless of what his real qualifications may be, is inferior. For thinking regulates actions. If a man feels inferior, he acts that way, and no veneer or cover-up or bluff will hide for long this basic feeling. The person who feels he isn’t important, isn’t.
On the other side, a fellow who really thinks he is equal to the task, is.
To be important, we must think we are important, really think so: then others will think so too. Here again is the logic:
How you think determines how you act.
How you act in turn determines:
How others react to you.
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