The Magic of Thinking Big

The Magic of Thinking Big by David J. Schwartz

The Magic of Thinking Big is a transformative self-help book authored by David J. Schwartz, first published in 1959 and still widely relevant today. Schwartz, a motivational writer and professor, draws upon years of research, teaching, and consulting experience to present a powerful blueprint for success. His central message is clear and consistent: the size of your success is determined by the size of your thinking.

This book continues to influence generations of readers, especially those passionate about leadership, entrepreneurship, and personal development. Its enduring appeal lies in its practical, accessible approach to building confidence, overcoming fear, and achieving personal and professional goals by simply adjusting one’s mindset.

Why This Book Matters

For leaders, entrepreneurs, and self-improvement enthusiasts, The Magic of Thinking Big offers a wealth of wisdom rooted in the principle that belief shapes reality. Schwartz provides not just inspiration but also a toolkit of techniques for nurturing big thinking and translating it into action. His teachings resonate especially in today’s fast-paced, competitive world where mindset often separates success from stagnation.

Summary of Main Ideas and Arguments

The Core Premise

The book’s foundational thesis is simple: belief triggers the power to think big. Schwartz argues that individuals tend to limit their achievements through small, constrained thinking. To overcome these limitations, one must develop habits of confidence, enthusiasm, goal-setting, and action.

Schwartz contends that success is not necessarily a product of intelligence or talent but a result of thinking positively, acting decisively, and maintaining unwavering belief in one’s ability to grow. He emphasizes that thinking big starts with a conscious decision and can be cultivated through deliberate practice.

Key Concepts and Arguments

• Believe You Can Succeed and You Will: Belief is the starting point for success. When you believe in yourself, your mind finds ways to make things happen.
• Cure Yourself of Excusitis: Schwartz identifies “excusitis”—the tendency to make excuses—as a major barrier to achievement.
• Build Confidence and Destroy Fear: Confidence stems from action, not passivity. Schwartz outlines ways to overcome fear by confronting it and taking initiative.
• Think Creatively: Innovation and progress require creative thinking, which can be nurtured by asking “how can I do better?” rather than settling for limitations.
• You Are What You Think You Are: Schwartz teaches that one’s self-image sets the boundaries for achievement, so cultivating a positive self-concept is essential.
• Manage Your Environment: Surrounding yourself with positive, successful people reinforces your own big thinking.
• Make Your Attitudes Your Allies: A positive, can-do attitude influences your results more than skills or background.
• Turn Defeat Into Victory: Learning from setbacks and persisting through adversity is central to long-term success.
• Use Goals to Help You Grow: Setting clear, ambitious goals provides direction and momentum.
• Think Like a Leader: Leadership is rooted in respect, service, and vision—qualities that are cultivated, not inherited.

Practical Lessons for Leaders and Entrepreneurs

Here are the most actionable lessons from the book that leaders and entrepreneurs can apply immediately:

1. Set Big Goals
   Don’t settle for mediocrity. Define ambitious targets that inspire action and commitment.
2. Develop the Habit of Positive Thinking
   Train your mind to see possibilities rather than obstacles. This outlook fuels innovation and resilience.
3. Take Initiative and Act Confidently
   Action creates momentum. Make decisions quickly, step forward with assurance, and adjust as needed.
4. Eliminate Excuses
   Replace “I can’t” with “How can I?” Learn to recognize and dismantle the excuses that block progress.
5. Surround Yourself with Growth-Oriented People
   Environment influences outcomes. Build a circle of influence that reflects your aspirations, not your fears.
6. Invest in Self-Development
   Read, learn, and grow constantly. The more you know, the more you can contribute and lead.
7. Visualize Success Daily
   Use visualization techniques to reinforce belief in your goals and condition your mind for achievement.
8. Lead with Empathy and Respect
   Schwartz emphasizes that successful leaders genuinely care about others and win loyalty through service.
9. Be Persistent Through Setbacks
   Learn from every failure. Persistence, more than talent, determines eventual success.
10. Think Like a Leader, Regardless of Title
    Leadership is a mindset, not a position. Act like the leader you want to become.

Chapter 1: Believe You Can Succeed and You Will

David J. Schwartz opens The Magic of Thinking Big with a powerful and straightforward principle: belief is the starting point of all success. In Chapter 1, titled “Believe You Can Succeed and You Will,” Schwartz explores the transformative power of belief and how it shapes not only outcomes but also behavior, mindset, and confidence.

He asserts that success—whether it means financial security, freedom from fear, personal fulfillment, or leadership—is fundamentally rooted in belief. When people truly believe they can succeed, they trigger within themselves the creativity, energy, and drive necessary to make that success a reality.

Belief is More Than Wishing

Schwartz differentiates belief from wishful thinking. While many wish for success, only a few truly believe they can attain it. Those who merely wish lack the conviction to take decisive action. Belief, on the other hand, generates the “how-to” needed to achieve success. For Schwartz, belief is practical: it is the foundation upon which plans are built, risks are taken, and victories are won.

He shares the story of a woman who decided to go into the mobile home business despite having only $3,000 in savings. People told her it was impossible—too competitive, too capital-intensive, and that she lacked experience. But she believed in herself. Her strong belief convinced investors to back her and even persuaded a manufacturer to provide inventory with no upfront payment. The result? In her first year, she sold over $1 million worth of trailers. Her belief gave her the confidence and resourcefulness to succeed where others hesitated.

Belief Triggers the Mind to Figure Out How

Belief acts like a command to the brain. When you believe you can accomplish something, your mind begins actively searching for ways to do it. In contrast, disbelief shuts the brain down and causes inaction.

Schwartz uses a corporate example to highlight this idea. A group of engineering firms were invited to bid on an $8 million bridge project. Most of the smaller firms declined to submit proposals, believing the job was too big for them. Only one small firm dared to believe it was capable. That firm won the contract. Their belief in their ability gave them the courage to try—and ultimately succeed.

Think Success, Not Failure

Schwartz explains that success begins with a mindset. People who reach the top do not necessarily have superior intelligence or background; they simply believe they belong there. He contrasts two people: one, a tool-and-die worker who was unfulfilled and underperforming, and another, the same man after he had a personal epiphany. After spending a night reflecting on his life and comparing himself to his more successful peers, he realized that his failure stemmed from low self-belief. He decided to act differently and expect more from himself. The next day, he confidently asked for—and got—a job with $3,500 more in annual pay than he’d originally intended. This confidence eventually led to greater success and leadership opportunities.

Belief is Built by Using the Mind Right

Schwartz introduces the metaphor of the mind as a thought factory, managed by two foremen: Mr. Triumph and Mr. Defeat. Mr. Triumph produces thoughts that affirm your ability and support your goals. Mr. Defeat generates reasons why you can’t, why you’ll fail, and why you shouldn’t even try. Whichever foreman you call upon more often becomes stronger and more dominant.

The message is clear: train yourself to think success by feeding Mr. Triumph with work. Tell yourself, “I can do this,” and your mind will begin building a path forward.

How to Develop the Power of Belief

Schwartz provides a three-step plan for strengthening belief. These steps are both psychological and practical, and they form the bedrock of the chapter:

1. Think Success, Not Failure
   At home, at work, and in relationships, deliberately substitute failure thoughts with success thoughts. Instead of thinking “I’ll probably lose,” think “I will win.” Instead of saying “I can’t,” say “I can do it.” This kind of thinking influences your actions and conditions your mind to achieve.
2. Remind Yourself Regularly That You Are Better Than You Think You Are
   Successful people are not superhuman. They are simply individuals who have learned to believe in themselves. They understand that success is not based on luck or IQ but on attitude and effort. Schwartz encourages readers to never sell themselves short.
3. Believe Big
   Your results are a direct reflection of the size of your beliefs. Small goals lead to small accomplishments. Big goals, though riskier, bring big rewards. Schwartz argues that big plans are no more difficult to execute than small ones and often bring more satisfaction and recognition.

Chapter 1 of The Magic of Thinking Big is a compelling case for belief as the catalyst for success. Through real-life examples and sharp analogies, Schwartz reveals how belief can transform ordinary people into leaders, creators, and entrepreneurs. His advice is timeless: believe in yourself first, and the rest will follow. The steps may seem simple, but they are deeply powerful when put into practice.

Thinking big starts not with talent or resources but with the decision to believe in your own capacity to succeed. Believe big—and you will live big.

Chapter 2: Cure Yourself of Excusitis, the Failure Disease

In Chapter 2 of The Magic of Thinking Big, David J. Schwartz identifies a universal mental illness that holds people back from realizing their full potential: excusitis, or the habit of making excuses. According to Schwartz, excusitis is the failure disease—common in mediocre performers and absent in high achievers. While people may have a wide range of talents and backgrounds, the successful ones have learned to silence excuses and take responsibility for their progress.

Schwartz emphasizes that this disease exists in varying degrees. Those who fail outright often suffer from a full-blown case, while even average individuals display mild symptoms. Successful people, on the other hand, either never develop it or learn to cure themselves early. This chapter teaches readers how to diagnose and eliminate excusitis from their thinking.

Excusitis: A Universal Disease

Schwartz presents a sobering truth: everyone, at some point, is tempted to make excuses. These excuses often sound reasonable and are based on commonly accepted beliefs. Yet, they are justifications for inaction and underachievement. Schwartz writes that people who fail often cling to excuses like poor health, lack of education, old age, or bad luck. These excuses are mental crutches that prevent individuals from walking toward opportunity.

He gives historical examples of successful figures—like Roosevelt, Truman, Kennedy, Eisenhower—who could have leaned on physical or situational excuses but didn’t. Roosevelt did not let lifeless legs stop him. Truman didn’t let a lack of formal education keep him from leading. These examples prove that excuses are optional—even in the face of real challenges.

The Four Most Common Forms of Excusitis

Schwartz breaks down excusitis into four main categories and offers solutions for each. These excuses are the most dangerous because they feel legitimate. But by deconstructing them, Schwartz shows how anyone can overcome them.

1. “But My Health Isn’t Good”

This is one of the most common excuses people use to justify staying in their comfort zone. Schwartz notes that everyone has something physically wrong with them, but successful people do not dwell on it.

He recounts two experiences that illustrate opposing approaches to health. In the first, a man claimed he could not follow Schwartz’s success principles because of a supposed heart problem. Doctors had found nothing wrong, yet the man allowed imagined illness to paralyze him. In contrast, Schwartz met another man on a flight who had recently undergone heart valve surgery. This man, despite a real and serious condition, was planning to study law and enter public service. His motto: “Live until I die. Why be only half alive?”

This story underscores a vital point—people are not defeated by their health but by their thoughts about their health.

Four steps to cure health excusitis:

1. Refuse to talk about your health problems. Discussing them only strengthens them in your mind and annoys others.
2. Stop worrying about your health. Worry produces more illness than the illness itself.
3. Be genuinely grateful that your health is as good as it is. There is always someone worse off.
4. Remind yourself often: “It’s better to wear out than rust out.” Live life fully while you can.

2. “But You’ve Got to Have Brains to Succeed”

This form of excusitis is quiet and widespread. People often don’t express it aloud but deeply believe they aren’t smart enough to succeed. Schwartz argues this is one of the most limiting beliefs—and it’s almost always false.

He points out that people make two errors: underestimating their own intelligence and overestimating others’. He tells the story of Chuck, a man who went to college, learned every reason why small businesses fail, and became afraid to start one. Meanwhile, friends with less education and more courage succeeded in business.

Schwartz also discusses brilliant people who fail because they use their intelligence negatively—to justify inaction, criticize others, and protect their egos. In contrast, those with average IQs but high enthusiasm and positive attitudes often rise to the top.

Three steps to cure intelligence excusitis:

1. Never underestimate your own intelligence, and never overestimate others’. What matters is how you use your brain—not how much of it you have.
2. Remind yourself daily: “My attitudes are more important than my intelligence.” Use your mind to think creatively, not critically.
3. Focus on creating ideas, not memorizing facts. Knowledge is potential power, but only when applied with vision and courage.

3. “But I’m Too Old (or Too Young)”

Age excusitis affects both the young and the old. People tell themselves they are either too early in life to start something meaningful or too late to change paths.

Schwartz observes that this excuse is reinforced by cultural narratives—movies and stories about people who are “washed up” by forty, or too inexperienced in their twenties. Yet, these are myths.

He presents a powerful mental exercise used in a training session. A man named Cecil believed he was too old to start a new business at forty. Schwartz asked him to calculate his “productive years.” If one starts at twenty and retires at sixty-five, that’s 45 productive years. At forty, Cecil had 25 years left—more than half of a full career. This logic turned his thinking around, and he launched his business.

Two steps to cure age excusitis:

1. Calculate how many productive years you realistically have left. It’s almost always more than you think.
2. Study successful people who started “late” or young. Age is rarely the barrier—it’s the belief about age that holds people back.

4. “But My Case is Different—I Just Have Bad Luck”

Luck excusitis is the most seductive excuse because it gives people a convenient scapegoat. Schwartz defines bad luck as simply the result of negative attitudes and poor preparation. He tells us that people with consistent success rarely credit luck. Instead, they emphasize planning, persistence, and smart decisions.

He debunks the myth of luck by citing that real winners attract good luck through preparation and attitude. Blaming luck, he says, is just another way of avoiding responsibility.

One step to cure luck excusitis:

Recognize that success is never random. Replace “bad luck” thinking with honest self-evaluation.
Ask: What can I do differently next time?

Excusitis is the enemy of progress. It disguises itself as logic, humility, or realism, but at its core, it is fear. Schwartz teaches that the cure begins with awareness and is solidified through action. Every excuse can be dismantled by changing how we think and what we expect of ourselves.

By confronting excuses in their most common forms—health, intelligence, age, and luck—we open the door to bold thinking and personal responsibility. In Schwartz’s words, the right attitude and one arm will beat the wrong attitude and two arms every time. When excuses are removed, possibilities appear—and that is where success begins.

Chapter 3: Build Confidence and Destroy Fear

In Chapter 3 of The Magic of Thinking Big, David J. Schwartz addresses a universal barrier to success: fear. Fear manifests in many forms—fear of failure, fear of people, fear of criticism, fear of rejection—but all these expressions of fear have one thing in common: they erode confidence and paralyze initiative. Schwartz insists that fear is a learned habit, not an inherent condition, and like all habits, it can be replaced—with confidence.

This chapter is a manual for replacing fear with confidence through deliberate thought and action. Schwartz offers practical techniques and vivid examples to demonstrate that self-confidence is not something one is born with but something that is built systematically over time.

Action Cures Fear

The central thesis of the chapter is captured in the phrase: “Action cures fear.” Schwartz argues that inaction strengthens fear, while action weakens it. The longer one hesitates to confront a fear, the deeper it grows. But once action is taken, even a small step, fear begins to lose its grip.

He tells the story of a young man who was offered a promotion into a management role. Although he wanted the job, he delayed accepting it because he feared failure. The longer he waited, the more reasons he invented for turning it down. Eventually, he lost the opportunity altogether. Schwartz highlights this as a perfect example of how inaction magnifies fear. Had the man acted, he would have gained confidence through experience.

The remedy, Schwartz says, is simple: “Deposit only positive thoughts in your memory bank.” Most fear comes from negative experiences and how we store them in our mental filing system. By deliberately managing what we think about, we can control how we feel.

The Mind Operates Like a Memory Bank

Schwartz compares the human mind to a memory bank. Every thought, positive or negative, is a “deposit.” The teller (your subconscious) files away everything you tell it. When you face a decision or challenge, the teller withdraws thoughts from your stored memories to guide you. If your mind is filled with negative experiences, your subconscious will play back fearful, discouraging messages. But if you fill it with successful, hopeful, and encouraging experiences, it will do the opposite.

He gives the example of a man who lost a sale and couldn’t stop thinking about it. Every time he approached a similar situation, he recalled the failure and was paralyzed by the fear of it repeating. In contrast, another man chose to dwell only on successful experiences. Even when he failed, he quickly replaced the memory with constructive lessons and new effort. Over time, this built confidence that kept compounding.

How to Manage Your Memory for Confidence

Schwartz outlines a technique to manage your mind’s memory bank so that it becomes a source of strength rather than anxiety.

Three steps to manage your memory for confidence:

1. Refuse to remember failure. If a negative thought or memory tries to intrude, deliberately push it aside and replace it with a positive one. Practice this consistently until your default thoughts are encouraging and helpful.
2. Deposit only positive thoughts. Read success stories, associate with positive people, and listen to inspiring voices. Fill your environment and your mind with content that supports belief in your capabilities.
3. Speak positively. Language reinforces thinking. When you talk confidently, you think more confidently. Avoid words and phrases that express doubt or fear. Speak in a tone of certainty and assurance.

Conquer the Fear of People

Another powerful source of fear, Schwartz explains, is the fear of other people. Many people are overly intimidated by titles, appearances, or accomplishments of others. This creates an inferiority complex that keeps them in the background.

Schwartz says the cure is to remember that people are just people—no more, no less. He advises: “Think big about people. Big people monopolize the listening. Small people monopolize the talking.” In other words, respect others, but don’t overrate them. Overrating others leads to underrating yourself.

He offers this mental exercise: when you’re afraid to meet someone or feel overshadowed, remember that they have worries, disappointments, and weaknesses just like you. They may be struggling with their own fears. This perspective helps shrink the imaginary size gap and boosts your courage to engage confidently.

Satisfy Your Own Conscience

Schwartz emphasizes the relationship between conscience and confidence. If you are not proud of your own behavior or decisions, it eats away at your self-respect and weakens your confidence. But if you act in ways that are consistent with your values—if you do what is right and fair—you reinforce your self-worth and make yourself stronger.

He notes that “doing what’s right is a very practical rule for success.” Even if doing the right thing is hard in the moment, it pays off long-term by building unshakable internal strength.

Think Confidently by Acting Confidently

Behavior influences thought just as much as thought influences behavior. Schwartz makes a strong case that confident actions can reshape your mindset even before your mind has fully caught up.

He suggests a strategy: “To think confidently, act confidently.” This includes standing tall, making eye contact, speaking up, and walking briskly. These physical behaviors send signals to the brain that build confidence. Schwartz encourages readers to take the initiative, speak up in meetings, and avoid procrastination—all of which cultivate a confident mindset.

He recounts the story of a young salesperson who was shy and afraid to speak in front of groups. With coaching, the young man began to practice public speaking and made it a habit to speak up whenever he had a point. Over time, his self-confidence skyrocketed, and so did his sales performance.

Five Steps to Build Confidence and Destroy Fear

Schwartz concludes the chapter with a five-part prescription for growing confidence and neutralizing fear. These steps, if practiced daily, lead to a permanent transformation in mindset and behavior.

1. Isolate your fear. Pinpoint exactly what you are afraid of. Don’t let vague anxieties control you. When you define your fear, it becomes manageable.
2. Take action. Do the thing you fear. Movement replaces doubt with results. Action is the therapy that destroys fear.
3. Use positive self-talk. Say out loud to yourself: “I am confident.” Repeating this affirmation conditions your mind to accept it as truth.
4. Visualize success. See yourself handling situations with poise and power. Mental rehearsal prepares your body and mind to perform confidently in real life.
5. Practice confident behaviors. Walk fast, sit upright, smile warmly, and speak clearly. These external actions influence your internal feelings.

Chapter 3 delivers a simple but profound truth: confidence is not a mysterious gift, but a learnable skill. Schwartz argues that anyone, regardless of past experiences or present fears, can cultivate lasting self-confidence through deliberate thought and behavior.

Fear, he says, is not your master. It is a habit—and like all habits, it can be replaced. With practice, discipline, and the right techniques, fear fades and confidence grows. When you manage your memory bank, think right about people, act in line with your conscience, and behave boldly, you lay the foundation for lifelong success. As Schwartz puts it, “Action cures fear.” And confidence, once built, becomes the engine of personal achievement.

Chapter 4: How to Think Big

In Chapter 4 of The Magic of Thinking Big, David J. Schwartz delivers a compelling message: the size of your thinking determines the size of your accomplishments. If you think small, you act small—and receive small results. But when you learn to think big, you unleash new potential for personal and professional growth. Schwartz argues that big thinkers are no more intelligent than others; they simply choose to expand their vision and stretch their goals.

Thinking big is not about fantasy or arrogance. It’s about seeing what is possible and aligning your thoughts, vocabulary, and vision accordingly. This chapter provides specific instructions and illustrative examples for cultivating a “big thinking” mindset that translates directly into larger achievements.

Success is Measured by the Size of Your Thinking

Schwartz explains that success is not a function of talent, intelligence, or luck. Instead, success is tied to the scope of one’s thinking. People who think big see opportunity where others see obstacles. They focus on possibilities rather than limitations. Schwartz urges readers to challenge themselves by asking: “How big am I thinking?”

He uses the example of individuals in business who underestimate themselves and thus set tiny goals. These people may work as hard as their more successful peers but don’t achieve the same results because their vision is too limited. Schwartz emphasizes that a person’s true size is revealed by their thinking—how they see themselves, their work, and their future.

Measuring Your True Size

A key insight in this chapter is the idea that you must measure yourself not by your limitations but by your potential. Schwartz reminds readers that what you see in yourself is what others will see in you. If you believe you’re capable and important, others will believe it too. But if you see yourself as minor or unworthy, others will reflect that back to you.

He offers this mental test: If a person is not doing as well as they would like, the problem is usually not a lack of brains, talent, or resources—it is a failure to think big.

Four Specific Steps to Develop the Big Thinker’s Vocabulary

Schwartz presents a powerful technique for expanding your thinking: change your language. The words you use influence the way you think and feel. Small talk produces small thoughts, while big talk leads to big ideas. Schwartz identifies four specific actions to develop a big thinker’s vocabulary.

1. Use Big, Positive Words When Talking About Things and People
   Avoid words that belittle or minimize. Instead of saying “It’s just a job,” say “It’s an important opportunity.” Talk positively about your work, your colleagues, and your goals. Speaking well of others builds confidence and attracts support.
2. Use Positive Language to Describe Yourself
   Replace self-deprecating phrases with empowering ones. Don’t say “I’m just average” or “I’m not very smart.” Instead, say “I’m capable and improving every day.” These self-statements influence your subconscious and shape your self-image.
3. Use Positive Words to Encourage Others
   Praise and uplift others with your language. Say “You’ve got potential” or “That’s a great idea.” Encouragement spreads optimism and helps others think big as well.
4. Stretch Your Vision in All Areas
   When thinking about your future, avoid narrow forecasts. Use language that reflects ambition: “I’m preparing for a major promotion,” or “This business has incredible potential.” This kind of speech reinforces belief in expansion.

Visualize What Can Be Done, Not Just What Is

Big thinkers are visionaries. They focus on what can be done rather than what has been done. Schwartz notes that big thinkers understand the power of possibility. Instead of focusing on limitations, they visualize improvements, expansion, and innovation.

He cites examples from industry and commerce, where leaders achieved greatness because they saw future possibilities. These individuals weren’t necessarily the smartest or most experienced. They simply dared to believe something bigger was possible. Schwartz encourages readers to adopt this mindset in their own lives by consistently asking, “What can be done to improve this situation?”

Add Value to Everything You Do

Thinking big means always looking for ways to add value—to a product, a service, a relationship, or a business. Schwartz emphasizes that those who succeed in a major way do so because they bring more to the table. They don’t merely perform tasks—they enhance them.

He gives the example of a salesperson who consistently outsells others. Why? Because he doesn’t just sell products. He adds insights, service, and personal engagement. He makes the customer feel important and involved. This habit of adding value sets him apart and accelerates his success.

Schwartz advises readers to make it a rule to ask: “What can I do to make this more valuable?” Whether you’re delivering a presentation, launching a new project, or managing a team, the practice of adding value enlarges your thinking—and your results.

Get the Big View of Your Job

No matter your role or title, you must see your job as important. Schwartz writes that people who advance see themselves as vital to the organization. They think beyond tasks and see the broader purpose of their work.

For example, a junior employee who views their work as critical to the company’s success will perform at a higher level and earn greater respect. This big view transforms ordinary effort into extraordinary contribution. Thinking big about your job helps you rise above mediocrity.

Think Above Trivialities

Small thinkers focus on petty issues. They gossip, complain, and get distracted by minor problems. Big thinkers ignore trivialities and concentrate on what’s truly important.

Schwartz warns that trivial thinking leads to wasted energy and missed opportunities. He recommends that readers stay focused on goals, solutions, and personal growth. When others engage in small talk or complaints, redirect the conversation to something constructive. This focus builds mental discipline and distinguishes big thinkers from the rest.

A Personal Test for Big Thinking

To help readers evaluate their thinking, Schwartz presents a personal test: review your goals, vocabulary, vision, and conversations. Are you thinking in terms of expansion, contribution, and progress? Or are you limiting yourself with small concerns and self-doubt?

This self-examination is essential because it reveals your mindset. Schwartz encourages readers to make a conscious effort to think bigger in every area: finances, career, relationships, and community. When you think big, you naturally take bigger actions—and get bigger results.

Chapter 4 is a call to action for anyone who wants to achieve more in life. David J. Schwartz makes a convincing case that the main difference between people who succeed in a big way and those who don’t is the size of their thinking. He provides practical techniques—changing your vocabulary, visualizing possibilities, adding value, and elevating your perception of your work—that help shift your mindset from limited to expansive.

Big thinking is a habit. It starts with awareness, grows with practice, and leads to higher performance, greater influence, and deeper satisfaction. As Schwartz reminds us: “Think big and you’ll live big.”

Chapter 5: How to Think and Dream Creatively

In Chapter 5 of The Magic of Thinking Big, David J. Schwartz unpacks the concept of creative thinking and reveals that it is not an exclusive gift possessed by a few, but a learnable skill available to anyone who wants to succeed. Schwartz asserts that creative thinking is essential to success and that progress in any field—business, relationships, personal goals—depends on one’s ability to generate new ideas and better ways of doing things.

The chapter teaches that thinking creatively is not about artistry or invention alone. It’s about solving everyday problems, improving personal performance, and seeing potential where others see routine. Schwartz shows how to develop creative power through deliberate mental habits and provides examples of how thinking creatively leads to exceptional results.

The Foundation of Creative Thinking

According to Schwartz, belief triggers creativity. When you believe that something can be done, your mind begins searching for ways to make it happen. On the other hand, disbelief acts as a switch that turns off creative power. The first step in becoming more creative is simply choosing to believe that solutions exist and improvements are possible.

Schwartz shares an example of a man named Tom, a factory superintendent, who dramatically improved operations and morale. Tom succeeded because he consistently believed that better ways could be found. While others clung to old routines, Tom kept asking, “How can we do it better?” His belief acted as a magnet for creative ideas.

Why Most People Don’t Think Creatively

Schwartz argues that traditional thinking is the enemy of creativity. People get stuck in patterns and accept the status quo because “that’s how it’s always been done.” They avoid new methods for fear of criticism, failure, or discomfort.

He points out that success-minded individuals deliberately avoid mind-frozen thinking. Instead, they challenge assumptions, question existing processes, and stay open to new inputs. Schwartz warns against being the person who always says “It can’t be done” or “That’s not the way we do it here.” These phrases kill creativity before it has a chance to develop.

Four Keys to Strengthening Creative Thinking

Schwartz outlines four specific strategies for cultivating creativity. These steps are practical, repeatable, and designed to stimulate your mind and lead you to more effective solutions.

1. Believe It Can Be Done
   This is the starting point of all creative thinking. Schwartz emphasizes that belief releases the power to create. When you truly believe something can be done, your mind begins working to discover how. He gives examples of engineers, entrepreneurs, and salespeople who achieved breakthroughs because they refused to accept limitations. By simply starting from a position of belief, they opened the door to innovation.
2. Eliminate Traditional Thinking
   Traditional thinking is rooted in routine, habit, and fear of change. Schwartz urges readers to “destroy the word ‘impossible’” from their vocabulary. He challenges them to ask, “Why must it be done this way?” and “How can we improve it?” For instance, a salesperson who was struggling to gain new clients stopped following the standard script and tried a more conversational approach. This small adjustment, inspired by creative thinking, led to a major improvement in results.
3. Ask Yourself Daily: How Can I Do It Better?
   This question is a powerful creative tool. It conditions the mind to look for improvements in everything—your job, relationships, appearance, communication, and problem-solving skills. Schwartz suggests writing down ideas as they come. He explains that most people wait for a crisis to start thinking creatively, but big thinkers make improvement a daily habit. A real estate agent, for example, who asked herself this question regularly began staging homes more effectively, leading to faster sales and happier clients.
4. Ask: How Can I Do More?
   This question pushes the mind to stretch beyond its current performance. It prompts you to find ways to increase your contribution, productivity, and influence. Schwartz emphasizes that doing more than is expected always yields dividends. He tells of an office assistant who started taking on small leadership roles and volunteering for extra projects. Within months, she was promoted because her actions demonstrated initiative and creativity.

Stretch Your Mind

Schwartz compares the human mind to a muscle that grows stronger with use. The more you push your mind to think creatively, the more capable it becomes. He encourages readers to read widely, talk to people from different backgrounds, and expose themselves to new ideas. These actions keep the mind stimulated and flexible.

He provides the example of a businessman who regularly visited competitors—not to criticize, but to learn. This openness allowed him to borrow ideas, improve his own operations, and stay ahead in a competitive field. Schwartz urges readers to adopt a learning mindset and always be on the lookout for new and better ideas.

Harness and Develop Your Ideas

Ideas are only useful when acted upon. Schwartz advises keeping a notebook or file for capturing ideas as they come. Some ideas will not be usable right away, but even rough thoughts can evolve into solutions over time. He compares ideas to fruit: they need to be cultivated and harvested. Creative thinkers don’t just dream—they execute.

He shares a story of a manager who, after jotting down an idea for reducing employee turnover, presented it to his leadership team. Though the idea was not initially perfect, it sparked a discussion that led to an even better solution. This example shows that one small idea can lead to significant change when it’s nurtured.

Chapter 5 of The Magic of Thinking Big is a practical and inspirational guide to unlocking creative potential. David J. Schwartz teaches that creative thinking is not a talent you’re born with, but a skill you can develop. By believing solutions are possible, challenging outdated methods, and constantly asking how to improve and contribute more, you strengthen your creative capacity.

Schwartz reminds readers that success belongs to those who are willing to think differently. It is the creative thinkers—those who believe in better ways, act on their ideas, and continually stretch their minds—who rise to the top in every field. Creativity is not a luxury; it is the key to progress, prosperity, and meaningful success.

Chapter 6: You Are What You Think You Are

In Chapter 6 of The Magic of Thinking Big, David J. Schwartz delivers a vital truth: your self-image determines your performance. How you think about yourself sets the boundaries of your accomplishments. If you think you are unimportant or incapable, your actions and results will reflect those beliefs. Conversely, if you believe you are valuable, talented, and destined for great things, your behavior and achievements will rise to meet that image.

Schwartz emphasizes that this is not about arrogance or false pride. It is about developing a healthy, constructive self-respect. You must think you are important before others will believe it too. This chapter teaches readers how to improve their self-concept and think like a person who deserves success.

Your Appearance Talks

One of the first areas Schwartz examines is the importance of appearance. He explains that the way you dress and carry yourself sends a message to others—and more importantly, to yourself. Looking important helps you think important. When you look sharp, you feel more confident and project competence.

He tells the story of a man who showed dramatic improvement in job performance and career progression simply after upgrading his wardrobe. Though nothing changed about his skills or experience, the man’s self-respect increased, which changed how he acted. Schwartz points out that dressing with intention is not about vanity; it’s about reinforcing a strong self-image.

Think Your Work is Important

Schwartz then shifts to how people think about their work. He warns that when you belittle your job, you belittle yourself. If you consider your work trivial or meaningless, you will not perform with excellence—and others will not take you seriously.

He shares the example of a barber who turned his small shop into a successful business because he thought of himself not just as someone who cuts hair, but as a professional image consultant. He made customers feel important, remembered details about their lives, and elevated the experience. His high regard for his work translated into better results and greater respect.

To think you are important, Schwartz teaches, you must view what you do as important. No job is small unless you think it is.

Build Your “Sell-Yourself-to-Yourself” Commercial

To strengthen self-belief, Schwartz recommends creating what he calls a “sell-yourself-to-yourself commercial.” This is a personal statement that reminds you of your value, talents, and potential. You mentally repeat this commercial several times a day—especially before high-pressure situations.

For example, one man’s self-commercial went something like this: “I’m a good and experienced manager. I have integrity, discipline, and ideas. I know how to lead people and build loyalty. I am an asset to any organization.” This internal message helped him maintain a confident and positive attitude, which in turn improved his effectiveness at work.

Three steps to build your self-commercial:

1. Write a short, powerful statement about who you are and what you offer. Include strengths, talents, and achievements.
2. Repeat it to yourself each morning and before meetings, presentations, or decisions. Say it with energy and conviction.
3. Let it shape your actions. The more you affirm your worth, the more your behavior will align with it.

Think Like an Important Person

Schwartz asserts that successful people think differently—not just about themselves but about others, problems, and possibilities. They expect to be treated well, they respect others, and they carry themselves with dignity. This mindset earns them admiration and opportunities.

He shares a technique used by a rising young executive. The man began observing senior leaders at his company and mimicking their attitudes and habits. He noticed how they handled challenges, how they spoke to others, and how they carried themselves. Gradually, he adopted those same behaviors—and soon, others began treating him as a leader, even before he had the title. His self-concept elevated, and so did his performance.

Schwartz encourages readers to upgrade their thinking. Do what important people do: take care of your appearance, speak confidently, be decisive, and act as if your work matters.

Chapter 6 of The Magic of Thinking Big is a guide to strengthening your self-image, which Schwartz identifies as the cornerstone of success. Your thoughts about yourself determine your confidence, your behavior, and how others perceive you. By deliberately improving your appearance, valuing your work, affirming your abilities, and adopting the mindset of important people, you transform how you feel—and how you perform.

Schwartz’s message is simple but powerful: “You are what you think you are.” When you think like someone destined for success, you begin to act that way—and the results follow.

Chapter 7: Manage Your Environment – Go First Class

In Chapter 7 of The Magic of Thinking Big, David J. Schwartz emphasizes a truth that often goes unnoticed: your environment shapes your thinking. By environment, Schwartz refers to the people you associate with, the conversations you engage in, the books you read, and the settings you surround yourself with. Just as physical health depends on the food you consume, your mental health and ambition are shaped by what your mind absorbs.

This chapter is a powerful call to become conscious of your surroundings and make deliberate choices to build an environment that stimulates success, growth, and confidence. Schwartz challenges readers to rise above mediocrity by choosing to “go first class” in all areas of life—especially in the people they listen to and the influences they allow into their minds.

Your Mind is What Your Environment Makes It

Schwartz begins the chapter by explaining that the mind works with the materials you feed it. If you’re surrounded by negative, petty, or unambitious people, their thinking infects yours. If your conversations are filled with complaints, defeat, and criticism, your attitude and expectations will match. The environment you live and work in can push you up or pull you down.

He illustrates this with a vivid example: a young man from a small town who moved to a city and soon began achieving things he never thought possible. What changed? His environment. The city was filled with energetic, ambitious people. Being around go-getters inspired him to raise his own aspirations. This new atmosphere reshaped his self-belief and performance.

Recondition Yourself for Success

Schwartz emphasizes that you were not born with the thoughts and beliefs you hold now—they were learned. Therefore, you can unlearn negative thinking and recondition yourself for success. The way to do this is by controlling what goes into your mental environment.

He notes that many people live in a state of mental contamination, constantly absorbing discouragement and doubt from those around them. To achieve more, you must take conscious control of what enters your mind and actively choose inputs that encourage, challenge, and expand your vision.

How to Make Your Environment Work for You

Schwartz offers a practical strategy for managing your environment. He explains that the key is to go first class—to deliberately seek out the best influences and avoid the mediocre. This is not about money or luxury; it is about mindset and quality.

Four steps to create a first-class environment:

1. Re-evaluate Your Friendship Network
   Examine the people you spend the most time with. Are they helping you grow or holding you back? Schwartz advises reducing your exposure to negative people and increasing your association with individuals who are successful, motivated, and forward-thinking. These people will help you stretch your thinking and build belief in yourself. For example, a man who changed the trajectory of his business credited a mentor group that constantly challenged him to aim higher. Their influence reshaped his entire outlook.
2. Seek Out Positive Stimulation in Your Leisure Time
   Schwartz warns against wasting leisure time in unproductive activities or with discouraging people. He urges readers to use free time to refuel mentally. That includes reading uplifting books, attending educational events, or engaging in hobbies that build skill and self-esteem. He cites a businessman who, instead of spending weekends watching television with cynical friends, joined a public speaking club. The experience boosted his confidence and widened his network—eventually leading to a better job.
3. Avoid Thought Poison
   Gossip, envy, criticism, and pessimism are described by Schwartz as “thought poison.” He emphasizes the importance of protecting your mind from this kind of content. Listening to gossip, for example, not only damages others—it also degrades the person listening. Schwartz insists that what you say about others reveals how you think about yourself. A clean mental environment depends on clean, respectful conversation. When someone begins to inject thought poison into a conversation, change the subject or walk away.
4. Go First Class in Everything You Do
   This means choosing quality—not extravagance—in your decisions, actions, and standards. Schwartz explains that going first class builds self-respect. When you invest in quality—whether it’s how you dress, how you write, or how you present your work—you tell yourself and the world, “I deserve the best.” For instance, a young salesman began paying more attention to his grooming and speech. Soon, clients responded with more respect, and his sales increased. The improvement began with a change in how he presented himself.

Don’t Let Small People Hold You Back

Another vital point in this chapter is the caution against “small people.” Schwartz describes small people as those who are quick to belittle others, dwell on trivial matters, and discourage ambition. These individuals fear growth because it exposes their own stagnation. If you want to move ahead, you must learn to ignore and rise above them.

Schwartz gives an example of a woman who had the talent to lead her department but hesitated because her colleagues ridiculed ambitious employees. After finally deciding to ignore them and take action, she quickly advanced and earned new respect. The lesson: surround yourself with people who pull you forward, not those who drag you down.

Chapter 7 of The Magic of Thinking Big teaches that your environment—especially your human environment—is a powerful force in shaping your destiny. David J. Schwartz urges you to recondition your thinking by choosing to surround yourself with high-quality influences. This includes your friends, your conversations, your leisure activities, and even your personal standards.

Success requires a supportive, optimistic, and success-conscious atmosphere. By deliberately creating a first-class environment and refusing to settle for mediocrity, you fuel the mindset required to think—and live—big. When your environment is right, your thinking will be right. And when your thinking is right, your results will follow.

Chapter 8: Make Your Attitudes Your Allies

In Chapter 8 of The Magic of Thinking Big, David J. Schwartz presents a powerful truth: a person’s attitude is often more important than their intelligence, experience, or even skills when it comes to success. Attitude shapes how others see you and how you see yourself. It influences how you handle challenges, how you treat people, and how far you’re likely to go in life.

The key message of this chapter is that you are in control of your attitude. Just as one chooses clothes in the morning, you can choose your mental posture for the day. Schwartz explains that when you take the initiative to develop and maintain positive attitudes, they become allies—driving forces that propel you toward your goals.

The Power of Attitude in Action

Schwartz begins with a reminder: attitudes are noticed more quickly than skills or qualifications. He tells the story of two salespeople. One was technically proficient but constantly negative. The other had less experience but radiated enthusiasm, belief in the product, and respect for the customer. Unsurprisingly, the second person made more sales and gained more referrals. The right attitude opened doors that talent alone could not.

This example illustrates Schwartz’s belief that people prefer to associate with positive, hopeful, and enthusiastic individuals. A can-do attitude inspires trust, enthusiasm, and respect.

Grow the Attitude of “I’m Activated”

One of the most valuable attitudes, according to Schwartz, is the attitude of being “activated.” This means being full of life, energy, and initiative. The person with this attitude tackles tasks quickly, moves with purpose, and speaks with energy. People who are activated get things done because they’re self-starters.

Schwartz emphasizes that you don’t need extra physical energy to appear activated. It is the mental attitude that counts. He describes a situation where a group of people were asked to write down the name of the most likeable person in their office. The overwhelming majority chose someone who was energetic, cheerful, and took initiative—someone who made things happen instead of waiting to be told.

To cultivate this attitude, Schwartz recommends walking faster, speaking up, and taking action even when you don’t feel like it. Action triggers motivation and sustains momentum.

Grow the Attitude of “You Are Important”

Another critical attitude is one that reflects belief in others. Schwartz teaches that people like, believe in, and support those who make them feel important. He warns against the destructive tendency to belittle or ignore others. Instead, he urges readers to practice making others feel valued in every interaction.

He shares a story of a bank manager who increased staff morale and performance simply by making a point to greet everyone warmly and compliment them sincerely. The manager understood that everyone has a deep desire to feel important. Recognizing this desire and responding to it builds loyalty and cooperation.

Schwartz outlines this principle: people do more for you when you make them feel good about themselves. This applies in business, at home, and in social life. The best leaders and communicators lift others up with respect and encouragement.

Grow the Attitude of “Service First”

The third vital attitude Schwartz explores is the “service first” mindset. This is the belief that helping others succeed is the fastest way to advance yourself. When you adopt a service-oriented attitude, people naturally want to support you in return.

He gives the example of a real estate agent who rose to the top of her firm not by aggressive selling but by focusing on what was best for her clients. She provided thoughtful advice, took time to understand their needs, and went out of her way to deliver value. As a result, her reputation and referral business grew rapidly.

Schwartz contrasts this with those who take a “me first” approach, who rarely win trust or loyalty. He asserts that success comes from giving, not grabbing. The person who thinks in terms of contribution rather than gain will always be more influential.

Three Steps to Make Attitudes Work for You

Schwartz concludes the chapter with a practical three-step formula for making your attitudes work as allies instead of liabilities.

1. Grow the Attitude of “I’m Activated”
   Be enthusiastic. Take initiative. Speak and act with energy. Don’t wait to feel motivated—take action first, and the energy will follow. Make it a habit to move with purpose and speak with conviction. This creates a dynamic presence that attracts opportunities.
2. Grow the Attitude of “You Are Important”
   Treat every person as someone who matters—because they do. Make eye contact, remember names, and offer sincere compliments. Make others feel like they count, and they will want to work with you, help you, and follow your lead.
3. Grow the Attitude of “Service First”
   Focus on how you can help others. This doesn’t mean being passive—it means being value-driven. When your goal is to serve rather than to take, you create goodwill and trust, which are more powerful than any sales pitch or negotiation tactic.

Chapter 8 of The Magic of Thinking Big is a call to master the one thing every person can fully control: their attitude. David J. Schwartz shows that with the right attitudes—activation, respect for others, and service—you become more persuasive, more admired, and ultimately more successful.

Your attitudes are not fixed. They can be shaped, strengthened, and aligned with your goals. By making them your allies, you position yourself for consistent progress in work, relationships, and personal achievement. In Schwartz’s view, attitudes are contagious—and when yours are positive and empowering, they infect everyone around you with possibility and purpose.

Chapter 9: Think Right Toward People

In Chapter 9 of The Magic of Thinking Big, David J. Schwartz explains a truth that every leader, entrepreneur, and individual striving for personal success must understand: how you think about other people affects how well you do in life. Your attitudes toward others determine whether you win their support, loyalty, and cooperation—or their resistance and disinterest.

Success, as Schwartz explains, depends not only on ideas and effort but on getting along with people. Those who think right toward people earn trust, build stronger relationships, and move further in their careers and personal lives. This chapter presents practical principles for improving how you view, treat, and interact with others, supported by compelling examples and clear techniques.

The People Attitude Principle

Schwartz begins with this principle: Success depends on the support of other people. No one advances in isolation. Whether you are selling, leading, managing, or building anything worthwhile, you will need the help and goodwill of others.

He tells the story of a once-talented executive who lost his position because he couldn’t get along with his team. His technical skill and intelligence couldn’t compensate for his inability to respect, understand, and collaborate with people. In contrast, another executive with average technical skills but excellent people skills was promoted rapidly. He had learned how to make people feel valued, heard, and respected.

The difference between these two men was not in knowledge—it was in attitude.

How You Think About People Determines Your Success

Schwartz makes a bold statement: A person is not pulled up to a higher-level job; he is lifted up. That lift comes from the people around him—colleagues, subordinates, clients, and friends. When you think positively and respectfully toward others, they respond with support, loyalty, and admiration.

If you think people are lazy, dishonest, or incompetent, your behavior reflects that belief. You will become suspicious, negative, and critical. But if you assume people are capable, sincere, and cooperative, you bring out the best in them. People tend to rise—or sink—to the level of expectation you set.

Four Leadership Principles for Thinking Right Toward People

Schwartz introduces four specific principles to guide your thinking about others. These ideas are simple, but deeply powerful. If practiced daily, they transform your relationships and dramatically improve your ability to lead, sell, and influence.

1. Learn to Remember Names
   A person’s name is the sweetest sound they hear. Schwartz stresses that remembering names shows others they matter to you. Forgetting a name, or failing to make an effort to learn it, signals indifference. He tells the story of a manager who won the respect of his entire division simply because he took the time to learn everyone’s name. This habit made people feel seen and valued, which paid enormous dividends in morale and performance.
2. Be a Comfortable Person—So There Is No Strain in Being Around You
   People gravitate toward those who are easy to be with. Schwartz encourages readers to develop the habit of being warm, interested, and open. Avoid being argumentative, superior, or overly intense. He shares the example of a salesman who closed deals more often than his peers—not because of technique, but because people simply liked talking to him. His presence made customers feel comfortable, and that comfort led to trust.
3. Practice Appreciation—Sincerely and Often
   Everyone wants to feel appreciated. Schwartz advises readers to offer praise and recognition wherever it’s deserved. He describes a young supervisor who turned around a struggling team by noticing and complimenting small efforts. His staff responded with renewed energy and loyalty. Sincere appreciation creates a cycle of positivity that boosts productivity and morale.
4. See the Good Side of People
   No one is perfect, but everyone has strengths. Schwartz explains that looking for the good in others changes how you treat them—and how they respond to you. One businessman made it a rule to say something good about every person he worked with. This habit improved his mood and reputation and made others feel respected and understood. When you focus on people’s strengths instead of their weaknesses, you elevate both them and yourself.

Avoid the Poison of Prejudice

Schwartz issues a strong warning against all forms of prejudice—racial, religious, social, or occupational. Prejudice, he explains, is a sure sign of small thinking. It prevents people from learning, growing, and building meaningful relationships.

He offers the example of a manager who refused to promote someone because of a superficial bias. That decision cost the company an excellent employee and damaged team morale. In contrast, another leader made it a point to seek diversity in thought and background—and built one of the most successful teams in the company.

Schwartz urges readers to see individuals, not categories. Everyone has something valuable to offer. When you eliminate prejudice from your thinking, you multiply your opportunities and earn respect from others.

Take Initiative to Build Relationships

Schwartz emphasizes that building good relationships doesn’t happen by chance—it requires initiative. Don’t wait for others to come to you. Reach out. Introduce yourself. Send a kind note. Offer a helping hand.

He recounts the story of a man who turned a chance encounter into a major business deal by simply making friendly conversation and showing interest. The willingness to take the first step turned a stranger into a powerful ally.

By practicing the habit of reaching out, you expand your influence and make a strong impression. People remember those who take an interest in them—and they’re more likely to support and recommend those individuals.

Three Steps to Think Right Toward People

To summarize this chapter’s practical application, Schwartz offers three essential habits to help you think—and act—positively toward others.

1. Make yourself lighter to be around. Smile more often. Be genuinely interested in what others have to say. Let others talk more than you do. Your presence should lift others, not weigh them down.
2. Make a habit of praising people. Catch people doing something right and tell them. Whether it’s a job well done, a thoughtful gesture, or just a good attitude, praise it. This makes others feel good—and makes you feel better too.
3. Always assume the best in others. Look for good qualities. Expect cooperation. Anticipate helpfulness. This attitude creates a self-fulfilling prophecy that improves every relationship in your life.

Chapter 9 of The Magic of Thinking Big delivers one of the most transformative ideas in the book: how you think about others defines your ability to lead, collaborate, and succeed. David J. Schwartz makes it clear that people are not obstacles—they are your greatest resource. When you think positively toward others, they reflect that energy back to you in the form of trust, loyalty, and shared success.

Thinking right toward people means treating them as individuals of worth, free of prejudice, and full of potential. It means taking the lead in building relationships and making others feel important. In return, your influence will grow, your opportunities will multiply, and your life will become richer in every sense.

Chapter 10: Get the Action Habit

In Chapter 10 of The Magic of Thinking Big, David J. Schwartz explains a vital truth: action cures fear and builds success. Too often, people delay action, waiting for the perfect time or the ideal conditions. But successful people operate differently—they develop the habit of acting now. Action, not just ideas, gets results.

Schwartz describes “action” as a muscle that must be used regularly to grow strong. The more you practice taking initiative, the easier and more natural it becomes. On the other hand, procrastination weakens your drive and makes future action more difficult. This chapter is a practical call to arms for anyone who wants to build momentum and make meaningful progress.

Action Cures Fear

At the heart of this chapter is the central principle: inaction breeds doubt and fear, while action breeds confidence and courage. Schwartz observes that when people hesitate, their minds begin inventing reasons not to proceed. But once they act, the fear often disappears.

He shares the story of a young man who was offered a chance to make a presentation in front of company executives. Paralyzed by fear, he considered declining the opportunity. But with encouragement, he decided to take action. Not only did he perform well, but the experience gave him the confidence to seek out more leadership roles. The key was that he acted before he felt fully ready.

Schwartz urges readers not to wait until conditions are perfect. If you wait, you risk waiting forever. Action now, even if imperfect, builds confidence and moves you forward.

Don’t Wait Until Conditions Are Perfect

Schwartz challenges the excuse of waiting for “just the right time.” He insists that successful people understand there is rarely a perfect moment to start. They act now, make adjustments as they go, and trust that momentum will carry them forward.

He gives the example of an entrepreneur who wanted to start a business but kept delaying. He waited for more capital, more time, more information. Eventually, someone else entered the market with a similar idea and succeeded. The lesson is clear: ideas alone are not enough—action is what makes them real.

Ideas Are Worthless Unless Acted On

Throughout the chapter, Schwartz emphasizes that only action gives ideas value. You can have the best plan in the world, but unless you act on it, nothing will change. Many people confuse talking about action with taking action. But talk doesn’t move goals forward—doing does.

He tells of a writer who had outlined multiple book ideas but hadn’t written a single manuscript. A friend challenged him to write just one chapter. That single step broke the inertia, and within months, the writer completed and sold his first book. Action—not planning, not perfectionism—made the difference.

Make Action a Daily Habit

To reinforce the importance of taking initiative, Schwartz encourages readers to become “activation-minded.” He describes activation-minded people as those who don’t wait, don’t second-guess, and don’t overplan. Instead, they get things done.

In contrast, “passivation-minded” individuals analyze endlessly, delay decisions, and fear mistakes. Their caution becomes a trap. The antidote is daily action—big or small. Take a step, even if it’s uncertain. That movement builds clarity and courage.

Five Steps to Develop the Action Habit

Schwartz concludes the chapter with a five-step action plan for cultivating a proactive mindset. These are not just motivational suggestions—they are practical behaviors that produce results.

1. Be a Doer, Not a Don’t-er
   Practice doing. Don’t waste time worrying or hesitating. Pick up the phone, send the email, start the project. As Schwartz says, “Ideas alone won’t bring success. Ideas have value only when you act upon them.” When in doubt, do something—inaction achieves nothing.
2. Don’t Wait Until Conditions Are Perfect
   Conditions are rarely ideal. If you wait for everything to align, you’ll miss your opportunity. Start now with what you have. Improvement comes as you go. Schwartz explains that acting under less-than-perfect conditions trains you to be resourceful and adaptable.
3. Use Action to Gain Confidence
   The best way to become confident is to act confident. Each time you act in spite of fear, you prove to yourself that you can handle challenges. This builds real, lasting self-assurance. Schwartz tells readers to remember this rule: “Action cures fear.”
4. Think in Terms of Now
   Replace “I’ll do it later” with “I’ll do it now.” Procrastination feeds insecurity. Taking immediate steps strengthens resolve. Whether it’s returning a phone call, tackling a problem, or starting a new habit—begin immediately. Thinking now leads to acting now.
5. Seize the Initiative
   Don’t wait for someone to tell you what to do. Volunteer for responsibility. Offer ideas. Speak up. Schwartz notes that people who act on their own initiative are seen as leaders, and often are rewarded accordingly. The world respects and promotes those who take charge.

Chapter 10 of The Magic of Thinking Big is a call to embrace one of the most powerful habits of successful people: taking action. David J. Schwartz makes it clear that nothing replaces movement. Ideas, talent, and good intentions are powerless without execution.

By developing the habit of acting decisively, you overcome fear, build confidence, and create results. Schwartz’s message is simple but vital: do what you know you should do, when you know you should do it. Don’t wait. Don’t hesitate. Get the action habit—and you’ll find yourself moving ahead, while others are still standing still.