The Common Denominator of Success by Albert E.N. Gray

Title: The Common Denominator of Success
By: Albert E.N. Gray
Full article: http://www.amnesta.net/mba/thecommondenominatorofsuccess-albertengray.pdf

Excerpt from the full article:

"The common denominator of success --- the secret of success of every man who has ever been successful --- lies in the fact that he formed the habit of doing things that failures don't like to do."

Several years ago I was brought face to face with the very disturbing realization that I was trying to supervise and direct the efforts of a large number of men who were trying to achieve success, without knowing myself what the secret of success really was. And that, naturally, brought me face to face with the further realization that regardless of what other knowledge I might have brought to my job, I was definitely lacking in the most important knowledge of all.

Of course, like most of us, I had been brought up on the popular belief that the secret of success is hard work, but I had seen so many men work hard without succeeding and so many men succeed without working hard that I had become convinced that hard work was not the real secret even though in most cases it might be one of the requirements.

And so I set out on a voyage of discovery which carried me through biographies and autobiographies and all sorts of dissertations on success and the lives of successful men until I finally reached a point at which I realized that the secret I was trying to discover lay not only in what men did, but also in what made them do it.

I realized further that the secret for which I was searching must not only apply to every definition of success, but since it must apply to everyone to whom it was offered, it must also apply to everyone who had ever been successful. In short, I was looking for the common denominator of success. And because that is exactly what I was looking for, that is exactly what I found. But this common denominator of success is so big, so powerful, and so vitally important to your future and mine that I'm not going to make a speech about it. I'm just going to "lay it on the line" in words of one syllable, so simple that everyone can understand them.

The common denominator of success --- the secret of success of every man who has ever been successful --- lies in the fact that he formed the habit of doing things that failures don't like to do.

It's just as true as it sounds and it's just as simple as it seems. You can hold it up to the light, you can put it to the acid test, and you can kick it around until it's worn out, but when you are all through with it, it will still be the common denominator of success, whether you like it or not.

It will still explain why men have come into this business of ours with every apparent qualification for success and given us our most disappointing failures, while others have come in and achieved outstanding success in spite of many obvious and discouraging handicaps. And since it will also explain your future, it would seem to be a mighty good idea for you to use it in determining just what sort of a future you are going to have. In other words, let's take this big, all-embracing secret and boil it down to fit the individual you.

If the secret of success lies in forming the habit of doing things that failures don't like to do, let's start the boiling-down process by determining what are the things that failures don't like to do. The things that failures don't like to do are the very things that you and I and other human beings, including successful men, naturally don't like to do. In other words, we've got to realize right from the start that success is something which is achieved by the minority of men, and is therefore unnatural and not to be achieved by following our natural likes and dislikes nor by being guided by our natural preferences and prejudices.

The things that failures don't like to do, in general, are too obvious for us to discuss them here, and so, since our success is to be achieved in the sale of life insurance, let us move on to a discussion of the things that we as life insurance men don't like to do. Here, too, the things we don't like to do are too many to permit specific discussion, but I think they can all be disposed of by saying that they all emanate from one basic dislike peculiar to our type of selling. We don't like to call on people who don't want to see us and talk to them about something they don't want to talk about. Any reluctance to follow a definite prospecting program, to use prepared sales talks, to organize time and to organize effort are all caused by this one basic dislike. 

Perhaps you have wondered what is behind this peculiar lack of welcome on the part of our prospective buyers. Isn't it due to the fact that our prospects are human too? And isn't it true that the average human being is not big enough to buy life insurance of his own accord and is therefore prone to escape our efforts to make him bigger or persuade him to do something he doesn't want to do by striking at the most important weakness we possess: namely, our desire to be appreciated? Perhaps you have been discouraged by a feeling that you were born subject to certain dislikes peculiar to you, with which the successful men in our business are not afflicted. 

Perhaps you have wondered why it is that our biggest producers seem to like to do the things that you don't like to do. 

They don't! And I think this is the most encouraging statement I have ever offered to a group of life insurance salesmen. 

But if they don't like to do these things, then why do they do them? Because by doing the things they don't like to do, they can accomplish the things they want to accomplish. Successful men are influenced by the desire for pleasing results. Failures are influenced by the desire for pleasing methods and are inclined to be satisfied with such results as can be obtained by doing things they like to do. 

Why are successful men able to do things they don't like to do while failures are not? Because successful men have a purpose strong enough to make them form the habit of doing things they don't like to do in order to accomplish the purpose they want to accomplish. 

Sometimes even our best producers get into a slump. When a man goes into a slump, it simply means that he has reached a point at which, for the time being, the things he doesn't like to do have become more important than his reasons for doing them. And may I pause to suggest to you managers and general agents that when one of your good producers goes into a slump, the less you talk about his production and the more you talk about his purpose, the sooner you will pull him out of his slump? 

Many men with whom I have discussed this common denominator of success have said at this point, "But I have a family to support and I have to have a living for my family and myself. Isn't that enough of a purpose?" 

No, it isn't. It isn't a sufficiently strong purpose to make you form the habit of doing the things you don't like to do for the very simple reasons that it is easier to adjust ourselves to the hardships of a poor living than it is to adjust ourselves to the hardships of making a better one. If you doubt me, just think of all the things you are willing to go without in order to avoid doing the things you don't like to do. All of which seems to prove that the strength which holds you to your purpose is not your own strength but the strength of the purpose itself.