The 10X Rule: Complete Summary of Grant Cardone’s Massive Action System for Unstoppable Success

Introduction: What This Book Is About

Grant Cardone’s The 10X Rule serves as a definitive guide for achieving unprecedented success by fundamentally altering one’s mindset and approach to action. This book is for anyone who desires to reach stratospheric levels of accomplishment in every area of life—be it financial, spiritual, physical, mental, emotional, or familial. Cardone promises to unlock the single principle that top achievers across all fields consistently employ, regardless of economic conditions or personal talent. Readers will learn to define correct goals, accurately estimate effort, approach projects with the right mindset, and take precise, massive action.

The core premise of The 10X Rule is that success is guaranteed when operating within its parameters, identifying why most people fail to achieve their goals. Cardone reveals the common mistake of setting targets too low, which sabotages any chance of realization. He provides a blueprint for making 10X thinking and action a disciplined habit, ensuring success not only occurs but perpetuates itself into unstoppable triumphs. This book is a practical manual for standing out as superhuman and extraordinary in commitment and achievement, simplifying the phenomenon of success and demystifying what it truly takes to be successful in any endeavor.

Cardone, a New York Times best-selling author and sales training expert, shares insights drawn from his lifetime studying success. He emphasizes that his biggest mistake was consistently failing to set high enough targets, both personally and professionally, and demonstrates that it takes the same energy to achieve a great outcome as an average one. By embracing 10X levels, goals will transform, actions will align with true capabilities, and consistent forward movement will lead to desired results regardless of external conditions. The book is an essential read for those looking to unleash their full potential and blast through common obstacles to achieve their wildest dreams.

Chapter 1: What Is the 10X Rule?

This foundational chapter introduces the core concept of the 10X Rule, defining it as the holy grail for achieving success in quantities beyond imagination. It explains that the rule applies to every facet of life and is based on understanding the true amount of effort and thought required for successful outcomes. Cardone reveals that most people drastically underestimate both the actions and reasoning needed to truly succeed, a mistake he himself made in his earlier career.

Defining the 10X Rule

The 10X Rule mandates that individuals set targets 10 times greater than what they initially think they want and then take 10 times the action they believe is necessary to achieve those targets. This rule demands massive thoughts followed by massive actions, emphasizing that there is nothing ordinary about its application. It represents a pure domination mentality, meaning individuals should never merely do what others do but instead be willing to take actions deemed “unreasonable” by societal norms. This philosophy isn’t about controlling others but about becoming a model for others’ thoughts and actions.

Underestimation and Its Consequences

Cardone highlights that a common pitfall is the wild underestimation of effort and thought required for success. He reflects on his own life, acknowledging that while he excelled in taking 10 times the activity of others (e.g., 10 times more sales calls), he initially failed in the second part of the rule: adjusting his thinking to dream at levels previously unimaginable. This failure, he admits, prevented him from reaching “extraordinary levels” of financial success early on, a regret he actively works to correct. Underestimation leads to a lack of proper motivation and insufficient action, ultimately hindering goal attainment.

The Purpose of Success and Extraordinary Levels

The book repeatedly refers to creating “extraordinary levels” of success, defining this as anything outside the realm of what most normal people can and do achieve. Cardone stresses that achieving the “next level” in any endeavor requires thinking and acting in a wildly different way than previously. Success, defined as the degree or measure of attaining some desired object or end, is presented as an ongoing process, not a destination. Just like breathing, the next breath of accomplishment is always more important than the last, emphasizing the continuous need for effort and new achievements. Extremely successful individuals understand that their efforts must persist to realize new goals.

The Problem with Limiting Success

Cardone asserts that limiting the amount of success one desires is a direct violation of the 10X Rule. When people limit their aspirations, they inevitably limit the effort required to achieve and maintain success, leading to miserable failure. He challenges common self-limiting beliefs such as “I just want to be happy” or “I just want enough to be comfortable,” arguing that these mindsets inherently constrain action. To overcome this, goals must be 10 times what is conventionally desired, ensuring enough fuel for the massive action needed to blast through resistance and achieve true fulfillment.

Common Mistakes in Goal Setting

Cardone identifies four fundamental mistakes people make when pursuing goals:

• Mistargeting by setting objectives that are too low: This fails to provide sufficient motivation.
• Severely underestimating required resources: This includes actions, money, energy, and time.
• Spending too much time competing: Instead of focusing on dominating their sector.
• Underestimating adversity: Failing to account for the challenges they will face to attain their goals.

He uses the foreclosure crisis in America as a prime example, arguing that victims mistargeted, underestimated necessary actions, and focused on competition rather than creating invincibility to setbacks. This “herd mentality” led to widespread negative impacts, demonstrating that 10X goals and actions are essential for resilience against unforeseen market shifts and external pressures.

Why Not Set Goals Higher?

Cardone directly addresses the fear of disappointment from setting “unrealistic” goals. He counters this by asking: “Wouldn’t coming up short on a 10X target accomplish more than coming up short on one-tenth of that goal?” He argues that small goals lead to disappointment because they lack the motivational power to sustain action through challenges. If goals are going to require work, effort, and persistence anyway, why not exert 10 times as much for a much larger payoff? The author emphasizes that true disappointment often comes from setting targets too low, achieving them, and then realizing they still didn’t provide what was truly desired.

Chapter 2: Why the 10X Rule Is Vital

This chapter emphasizes the critical importance of the 10X Rule for navigating the unpredictable realities of business and life. Cardone shares his personal experiences of consistently underestimating the effort required for success, from starting his first business to even securing his marriage. He explains that the 10X Rule is not just about achieving goals but also about building the resilience and capability to withstand unforeseen challenges and seize opportunities.

Underestimating Time and Effort

Cardone candidly admits that for every project he’s been involved in, he underestimated the time, energy, money, and effort needed to bring it to a successful point. Whether targeting clients or venturing into new business sectors, everything consistently took 10 times more mail, calls, e-mails, and contacts than initially predicted. This widespread tendency to underestimate extends beyond business, as even personal endeavors like securing his marriage required “10 times more effort and energy” than calculated. This persistent underestimation is a major flaw in how most people approach their goals.

Unforeseen Variables and Challenges

Regardless of the quality of a product, service, or proposition, Cardone assures readers that unforeseen variables will inevitably arise. These “unexpected events” can include economic changes, legal battles, intense competition, customer resistance, product newness, bank freezes, market uncertainty, technology shifts, and a constant stream of “people problems.” The 10X Rule is vital because it provides the necessary buffer and mental fortitude to navigate these challenges. Marching into any “battle” without proper troops, supplies, ammunition, and staying power guarantees defeat. It’s not enough to occupy a territory; one must be able to keep it through sustained effort.

Personal Experience with Underestimation

Cardone recounts starting his first business at 29, anticipating it would take three months to match his previous job’s income. It actually took almost three years—12 times longer than expected. He almost quit after three months due to the overwhelming resistance and disappointment. He initially blamed external factors (clientele, economy, timing) before realizing his own miscalculation of effort. This pivotal moment led him to increase his efforts 10 times, immediately seeing results. Instead of two to three sales calls a day, he started making 20 to 30. This experience taught him that full commitment and aligned thought and action are what the market responds to.

The Danger of Reducing Targets

A critical mistake people and managers make when facing unachieved targets is to reduce the target rather than increase activity. Cardone strongly condemns this, stating it sends the wrong message that targets are unimportant and winning means moving the finish line. He argues that a great manager pushes for more, even at the risk of falling short, rather than reducing expectations. Never reduce a target; instead, increase actions. Rethinking targets, making excuses, and letting oneself off the hook are all forms of giving up on dreams. The 10X Rule insists that the target is never the problem; any target attacked with the right actions in the right amounts with persistence is attainable.

The Role of Rationalization and Excuses

When people inadequately measure the actions needed, they inevitably start to rationalize failure. Cardone describes a “built-in, automatic calculator” in humans whose sole purpose is to explain away failure. This calculator is often more emotional than logical, blaming external factors like the economy or the market instead of a lack of activity. This tendency is fueled by “false content” from media, education, and upbringing that suggests reasons for failure beyond one’s control. However, Cardone asserts that regardless of timing, economy, product, or venture size, the right acts done to the right degree over time will lead to success.

Preparing for the Unexpected with 10X

The 10X Rule explicitly allows for a variety of unplanned variables. It assumes that every project will take more time, money, energy, effort, and people than one can imagine. Cardone advises multiplying every expectation by 10 to be safe, ensuring pleasant surprises rather than great disappointment. This preparation isn’t about pessimism but about readiness for the biggest opportunities. He urges tackling projects with a 10X Rule mindset—as if life depends on it, managing every action as if under constant observation, and attacking with the ferociousness of a champion athlete.

Luck and Its Relation to Action

Cardone acknowledges that luck clearly plays a role, but he firmly states that anyone “getting lucky” will attest that their luck is directly proportional to their actions. The more actions taken, the better the chances of getting “lucky.” Success doesn’t “just happen”; it is the result of relentless, proper actions taken over time. Only those who operate with the appropriate view and corresponding actions will consistently achieve success. The concept emphasizes that active engagement increases the probability of favorable outcomes.

Chapter 3: What Is Success?

This chapter delves into a precise definition of success, acknowledging that its meaning varies for individuals based on their life stage and focus. Cardone emphasizes that regardless of the personal definition, there are three crucial aspects to understand about success: its importance, its nature as a duty, and its unlimited supply. This chapter specifically focuses on the importance of success for individual and collective well-being and survival.

Defining Success Personally

Success is fundamentally the degree or measure of attaining some desired object or end. Its meaning is dynamic, evolving with a person’s life stage; what signifies success in childhood (e.g., an allowance) differs greatly from teenage years (e.g., a cell phone) or adulthood (e.g., marriage, career promotion). Cardone stresses that only the individual can truly define if their success is “extraordinary,” as it relates to their unique potential and unachieved objectives. Success can manifest in diverse realms: financial, spiritual, physical, mental, emotional, philanthropic, communal, or familial.

Success as an Ongoing Cycle

A critical aspect of success is the ability to maintain, multiply, and repeat actions to sustain results. Cardone illustrates this with a diet example: losing 10 pounds but gaining 12 back is not success. Similarly, cutting grass once is successful, but without continuous maintenance, the yard will no longer be “defined as a success.” This highlights that success is not a one-time feat but an ongoing cycle of continued effort and achievement. Highly successful people understand this, continuing to work, produce, and create even after flourishing, driven by the “next breath of accomplishment.”

The “Next Breath” Mentality

Cardone uses the metaphor of success being like a breath of air, where the next breath is always more important than the last. He states, “If you stop trying to succeed, it’s like trying to live the rest of your life off the last breath of air.” This emphasizes the necessity of continuous accomplishment for survival and growth. His personal motivation stems from an obsession with the “next breath of accomplishment” and a drive to leave a positive legacy. This constant striving for new levels of success is not a flaw but an ethical obligation for himself, his family, and his company.

The Importance of Success

Cardone asserts that success is vital to the well-being and future survival of individuals, families, and groups. He equates success with expansion, arguing that without continuous growth, any entity—be it a corporation, a dream, or even an entire civilization—will cease to exist. Historical examples like the Vikings, Ancient Rome, and Communist Russia are cited to support the idea that disaster follows when expansion does not continue.

He criticizes “cute” sayings that dismiss success, arguing that economic downturns reveal its fundamental importance. Success provides confidence, security, comfort, the ability to contribute at greater levels, and hope and leadership for others. It promotes a person’s sense of self and enables them to provide for their families and contribute to the economy, which in turn supports essential services like schools and hospitals. Cardone challenges the notion that “success is not everything,” suggesting it often comes from those who haven’t attained it and seek to diminish its value. “If you quit caring, then you quit winning; quit winning long enough, and you will just plain quit!”

Chapter 4: Success Is Your Duty

This pivotal chapter describes a transformative turning point in Grant Cardone’s life: when he stopped viewing success as an option and instead embraced it as a non-negotiable duty, obligation, and responsibility. He frames success as an ethical issue, essential for the well-being of his family, company, and future.

The Shift to Success as a Duty

Cardone pinpoints a critical moment when he began to see success as an ethical issue and a duty to his family, company, and future. He reflects on his 17 years of formal education, noting the striking absence of any curriculum on the importance of success or how to achieve it. This realization underscored a profound lack of purpose in his early life.

Personal Wake-Up Calls

Cardone identifies two major wake-up calls that reshaped his perspective:

• At age 25: His life was a “pitiful mess” marked by aimlessness, financial uncertainty, and substance abuse. He realized that without a serious commitment to success, he was “dying at the age of 20.” This commitment transformed his sales career, shifting it from disdain to a mission to become successful at selling, which changed his life trajectory.
• At age 50 during the Great Depression-level economic contraction: He recognized that his company’s power in its sector was insufficient, and his financial well-being was in jeopardy. He realized he had become complacent, “resting on [his] laurels,” and had ceased approaching success as his duty. This event reinforced the need for greater quantities of success and the understanding that its continued pursuit is an absolute must, not a choice.

The Danger of Treating Success as an Option

Most people, Cardone argues, treat success as if it “doesn’t matter”—as an option or something only for others. This mindset is a primary reason for failing to achieve full potential. He emphasizes that if success isn’t considered an ethical issue, individuals won’t feel obligated or driven to fulfill their capacity. He asserts that people don’t approach success with a “must-have obligation, do-or-die mission, gotta-have-it, ‘hungry-dog-on-the-back-of-a-meat-truck’ mentality,” which leads to a lifetime of excuses for failure. For his own household, success is treated as vital for the family’s future survival, reflecting the dedication of good parents to their children—an honor, obligation, and priority.

Overcoming Self-Deception and Excuses

Cardone highlights a common human tendency: minimizing the value of what one fails to attain. Like children who give up on a desired toy and then claim they never wanted it, adults often provide justifications and lie to themselves about the importance of success. He argues that admitting failure is the only path to eventual achievement, despite obstacles. He contrasts this with the societal tendency to make excuses for why success isn’t attained.

Luck as a Byproduct of Action

Cardone debunks the myth of “luck,” stating that it is simply a byproduct of massive action. Successful people appear “lucky” because success naturally begets more success, creating “magical momentum.” He cites examples like Colonel Sanders (over 80 pitches before success) and Sylvester Stallone (struggling before Rocky), demonstrating that countless unseen actions precede visible triumph. “The harder I work, the luckier I get” summarizes this principle. True success isn’t about being lucky; it’s about complete commitment leading to perceived luck.

The Continuous Nature of Success

Cardone emphasizes that success, once attained, becomes a habit rather than a rare event. Successful individuals are often described as having a “magnetism” or “x factor” because they approach success as a duty, obligation, and responsibility—even a right. He argues that between two people, opportunity will gravitate towards the one who believes success is their duty and actively “grabs it,” not the one with a “take-it-or-leave-it” attitude. “There is no such thing as an ‘overnight success’”; it always results from earlier, consistent actions, and a mental and spiritual claim to own it.

The Ethical Imperative of Success

Cardone expands the definition of ethics beyond mere honesty or not stealing. He suggests an ethical obligation to live up to one’s potential, arguing that failing to insist upon abundant amounts of success is unethical. He advocates for constantly demanding success as a duty, obligation, and responsibility. This perspective, when embraced by individuals, families, and companies, immediately shifts everything, motivating the most creative parts of oneself to find solutions and create original, abundant success.

Chapter 5: There Is No Shortage of Success

This chapter challenges the widespread “shortage myth,” arguing that success is not a limited resource but something that is continuously created and is therefore abundant. Cardone explains how this false belief, often perpetuated by external forces, hinders individuals’ ability to achieve their full potential.

Success as an Unlimited Creation

Cardone asserts that there is no “limit” to how much success can be created, unlike manufactured and inventoried products. He argues that the achievement of one person does not prevent or limit another’s ability to succeed. He explicitly states, “Success is not a lottery, bingo, a horse race, or a card game that allows for only one winner.” Instead, success is created by those who have no limits in ideas, creativity, ingenuity, talent, intelligence, originality, persistence, and determination. It is “something people make,” through great ideas, new technologies, innovative products, and fresh solutions. This creation process doesn’t depend on finite resources, supplies, or space.

The Shortage Myth and Its Perpetrators

Cardone attributes the perpetuation of the shortage myth to politics and media, which suggest that there is not “enough” to go around, fostering a competitive “if you have something, I cannot” mindset. Politicians, for example, leverage this by promising to “take better care of you than the other guy,” implying scarcity and citizens’ dependence. This creates a sense of urgency and encourages followers to support their cause.

The chapter highlights how the notion of competition implies a zero-sum game, where one person’s win necessitates another’s loss. However, Cardone states, “Success is not a zero sum game, there can be many winners.” He emphasizes that big players do not think in terms of such restrictions, instead thinking “without limits,” which allows them to achieve what others consider impossible. Examples like Warren Buffett’s financial success and the coexistence of Google and Facebook demonstrate that one entity’s success does not cap another’s.

Overcoming Shortage Thinking

Cardone urges readers to rid themselves of the concept that success can be restricted. Operating under this notion directly harms one’s ability to create success. He advises that when “someone else’s gain is your loss,” this signals a limited, competitive mindset. Instead, one must discipline their thinking to equate any success with the possibilities for more success. This shift enables individuals to see others’ achievements as opportunities for their own success, rather than threats.

Inspiration from Others’ Success

Witnessing others’ success, whether a new technology, a medical breakthrough, or a new record price, serves as a positive contribution to all people and groups. It provides validation of possibilities and “reduces our belief that our ability to accomplish something is ‘impossible.’” This external success should invigorate individuals, reinforcing the idea that success is not scarce but entirely possible for anyone. Cardone concludes by reiterating the importance of returning to the commitment that success is an ethical duty, which will motivate creativity and lead to abundant, original success.

Chapter 6: Assume Control for Everything

This chapter boldly asserts that taking complete control and responsibility for every outcome in one’s life is fundamental to achieving success. Cardone argues that “crybabies, whiners, and victims just don’t do well at attracting or creating success,” as their mindset prevents the massive action required for achievement.

Rejecting Victim Thinking

Cardone’s core message is that success is not something that happens to you; it’s something that happens because of you and your actions. People who refuse to take responsibility generally take little action and, consequently, do not achieve success. He states, “Successful people accept very high levels of accountability” for both creating success and for failing to do so. They “hate the blame game” and prefer to make things happen, whether good or bad, rather than being passively impacted. Those who harbor victim thinking (which he estimates to be about 50% of the population) will never accumulate real success and will remain “slaves on this planet.”

Assuming Personal Responsibility for All Outcomes

To achieve desired life goals, one must adopt the view that “whatever is going on in your world—good, bad, or nothing—is something caused by you.” Cardone personally assumes control over everything, even events seemingly beyond his influence. For example, if electricity goes out, instead of blaming the city, he reflects on what he could do differently next time (e.g., getting a backup generator). This isn’t about a compulsive need for control but a “high-level, healthy sense of responsibility” that generates effective solutions. Blaming external factors only prolongs victimhood, while assuming control enhances one’s ability to find solutions and create more success.

The Traits of a Victim vs. a Successful Person

Cardone outlines four consistent factors in the life of a victim:

• Bad things happen to them.
• Bad things happen often.
• They are always involved.
• Someone or something else is always to blame.
  In stark contrast, successful people take the opposite stance: everything that happens in their lives results from their own responsibility. This prompts them to seek ways to move beyond the situation and prevent negative events in the future. Cardone provocatively suggests that even seemingly random “accidents” (like being rear-ended) might be indirectly linked to one’s own unconscious decisions or actions, emphasizing the extent to which one must embrace responsibility to truly change their life. He famously states, “Don’t be a little bitch—get a generator.”

Avoiding the “Be Right” Trap

Cardone warns against claiming the position of victim “in order to ‘be right.’” Doing so solidifies the identity of a victim, which is detrimental to success. He asserts that until a person stops being a victim, they remain focused on problems rather than creating solutions and success. He reinforces his personal belief that “nothing happens to me; it happens because of me,” which has enabled him to operate at 10X levels. This outlook positions him as the cause of his life’s outcomes, not a passive recipient.

Unlocking Untapped Potential

Cardone reminds readers that they possess untapped gifts and potential, and that there is no shortage of success. He concludes the chapter by urging individuals to increase their responsibility level, assume control for everything that happens to them, and live by the slogan: “Nothing happens to you—only because of you!” This mindset is critical for unlocking one’s full capability and achieving extraordinary results.

Chapter 7: Four Degrees of Action

This chapter addresses the critical question of “Exactly how much action is necessary to create success?” Grant Cardone dismisses shortcuts, emphasizing that disciplined, consistent, and persistent actions are the primary determinants of success. He introduces four simple categories of action, asserting that most people operate at the wrong degree, hindering their potential.

The Four Degrees of Action Defined

Cardone outlines four distinct categories of action, which individuals utilize to varying degrees across different areas of their lives:

1. Do nothing: Complete inaction, often masked by justifying one’s situation.
2. Retreat: Taking actions in reverse, usually to avoid perceived negative experiences.
3. Take normal levels of action: Operating at a socially accepted, average level that yields average results.
4. Take massive action: Operating at extremely high levels of activity, creating new problems and unprecedented success.

Cardone notes that all four degrees, surprisingly, require effort. He emphasizes that the first two (do nothing and retreat) are foundations for failure, the third (normal) leads to a normal existence at best, and only the fourth (massive) leads to exceptional success.

The First Degree of Action: Doing Nothing

“Doing nothing” means no longer taking actions to move forward in any area of life. People in this category have often given up on their dreams and passively accept whatever comes their way. Despite the appearance of inaction, Cardone stresses that “doing nothing requires no energy, effort, and work!” It takes significant effort to exhibit boredom, lethargy, and complacency, and even more to constantly justify one’s stagnant situation (e.g., explaining job loss due to lack of production, overlooked promotions, or missed sales quotas). Ironically, those who “do nothing” in one area often apply massive action to unproductive hobbies like online poker or gaming.

The Second Degree of Action: Retreat

“Retreaters” are individuals who take actions in reverse, avoiding perceived negative experiences. This embodies the “fear-of-success” phenomenon, where past non-fruitful results lead to avoidance of further action. Cardone argues that it’s rarely the actual rejection or failure that impacts them, but rather their negative impression and evaluation of what failing and rejection mean. Retreating, like doing nothing, demands effort. It’s an unnatural human behavior, as healthy children naturally advance and conquer. This tendency often develops from repeated childhood commands to “be careful” or “hold back,” which makes it difficult to embrace new experiences later in life. Retreaters spend considerable energy justifying their avoidance, firmly believing it’s in their best interest for survival.

The Third Degree of Action: Normal Levels of Action

People operating at “normal levels of action” are the most common in society. They appear to be taking necessary steps and are considered “normal,” forming the backbone of the middle class. However, this level is the “most dangerous—because it’s considered acceptable.” Individuals in this group achieve average lives, marriages, and careers, but “they never do quite enough to create real success.” They aim for average outcomes in all aspects of life, content as long as conditions remain steady and predictable.
The peril arises when market conditions become less than normal; these individuals are highly susceptible to challenges, leading to stress, uncertainty, and hurt. Cardone vividly illustrates the unattractiveness of “average” by suggesting advertising campaigns for “fairly average products” that deliver “mediocre results.” He concludes that “average, by definition, assumes ‘less than extraordinary’,” and is, to some degree, a variation of retreat or no action, especially when one is capable of much more. Moving from the third to the fourth degree is essential for transforming an average existence into an exceptional life.

The Fourth Degree: Massive Action

Massive action is presented as the “most natural state of action” for humans, drawing parallels to the ceaseless activity of children, ocean life, ant mounds, and beehives. It’s characterized by constant, persistent, and immense attack on the target. Cardone recounts his own transformation at age 25, committing “all my energy to my career,” approaching every task with massive amounts of action. This involved making 20-30 sales calls a day, visiting up to 40 organizations daily, and working from 7 AM to 9 PM, even in unfamiliar cities. This relentless pace allowed him to build a viable business without a plan, connections, or initial capital, simply by operating at activity levels far beyond what others considered reasonable.

Massive action creates new problems, which Cardone identifies as a sign that one is truly operating at this stage. It means instigating opportunities that require unique solutions beyond routine. This level of action is often perceived as “borderline insane” and “well beyond the agreed-upon social norm.” Those taking massive action will also face criticism and labeling (e.g., “workaholic,” “obsessive”) from individuals operating at lower action degrees, who feel threatened and try to justify their own mediocrity. However, successful people recognize massive action as essential and never consider it undesirable. Cardone advises embracing every opportunity and prioritizing quantity over quality in initial efforts to break through obscurity, asserting that money and power follow attention, which is generated by action. He concludes that massive action cannot hurt and will always help, distinguishing oneself and dominating one’s sector.

Chapter 8: Average Is a Failing Formula

This chapter asserts that “average” is an unworkable and dangerous approach to life and business, especially in unpredictable environments. Grant Cardone argues that the widespread “addiction to average” is directly responsible for insecurity, pain, and ultimate failure.

The Problem with Average

Cardone declares that “average is a failing formula,” citing mounting evidence that this mindset is unworkable in today’s world. He points to job outsourcing, rampant unemployment, and the inability of the middle class to get ahead as consequences of average products, management, workers, actions, and thinking. This “addiction to average” actively kills the possibility of making dreams a reality.

The Disparity of Effort and Reward

Cardone highlights the stark contrast between average workers and top CEOs:

• Average worker: Reads less than one book per year, works 37.5 hours per week, and earns 319 times less than top U.S. CEOs.
• Top U.S. CEOs: Read over 60 books per year, and despite public criticism of their high pay, often exhibit substantial action (e.g., attending top schools, making key connections, and working tirelessly to move up).
  He cites Starbucks founder Howard Schultz as a prime example of “greater-than-average” thought and action. During the 2008 recession, while others cut expenses, Schultz traveled the country meeting patrons at 9 PM to gather feedback. This far exceeded normal CEO behavior, demonstrating a commitment to “expand” the organization through personal energy, resources, and creativity, resulting in solid growth despite economic challenges.

Average Actions and Vulnerability

Cardone argues that any undertaking accepting “average” will “fail you sooner or later.” Standard amounts of effort fail to account for various forces like gravity, age, resistance, competition, and the unexpected. When average actions face any resistance or challenging market conditions, projects will “tumble down.” He stresses that individuals and companies operating at “normal” levels become highly susceptible to life’s inevitable challenges, leading to stress, uncertainty, and pain.

The Cost of Complacency and Self-Protection

Cardone shares a personal, “expensive lesson” about the dangers of complacency. After achieving significant success, he began “resting on [his] laurels” and “coasting a bit,” which made him susceptible to criminals who tried to steal his success. This experience revealed that the moment one shifts to “normal levels of involvement and activity,” what they have and what they dreamed of will start to disappear, impacting health, marriage, wealth, and spiritual condition. “Succeed so big that no one person or event or series of missteps can take you down!” Average levels, he warns, will always put one at risk.

The Flawed Logic of Business Plans

Most new companies fail because their business plans are based on “average considerations and ways of thinking,” rather than the massive action required to push through market realities. These plans often:

• Overestimate how well things will go.
• Underestimate the energy and effort needed.
• Assume stable conditions, ignoring potential resistance, competition, and economic shifts.
  When optimistic projections fail, partners lose enthusiasm, bickering ensues, and the venture struggles, often relying on raising more money rather than increasing 10X actions. Cardone emphasizes that “average is a failing plan!” and urges readers to rid themselves of every concept of average, surrounding themselves with “exceptional thinkers and doers.”

The Call to Abandon Average

Cardone insists that “average never yields anything more than average and usually much less.” Average thinking and actions guarantee “misery, uncertainty, and failure.” He challenges readers to:

• Change their commitment and thinking to be far above average.
• Immediately influence other areas of their lives through this shift.
• See friends, family, and results improve.
• Embrace “luck” and experience time flying by.
• Improve associations with people.
  He strongly advises against accepting average, likening it to a “terminal disease,” and urges readers to study what average people do only to prohibit themselves and their teams from considering it an option.

Chapter 9: 10X Goals

This chapter introduces the concept of 10X Goals, arguing that a primary reason people fail to achieve their objectives is that they don’t set them high enough from the outset. Grant Cardone advocates for setting goals that are “just out of reach” to unleash one’s full potential and fuel massive action.

The Problem with Small Goals

Cardone contends that one of the major reasons people fail to stick to or accomplish their goals is that they “fail to set them high enough from the beginning.” He criticizes the common advice to set “realistic” goals, stating that “if you start small, you are probably going to go small.” Small goals fail to excite or sustain enthusiasm, making people prone to giving up at the first sign of resistance. He notes that most people are so apathetic about their goals that they only write them down once a year, a frequency he deems insufficient for anything “worth doing.”

Daily Goal Setting and Ambitious Targets

To counter apathy and ensure sustained enthusiasm, Cardone recommends two practices:

1. Writing goals down every day: This keeps them top of mind and reinforces commitment.
2. Choosing objectives that are “just out of reach”: This continuously opens one up to their full potential and fuels daily action.
   He presents his own personal 10X goals as examples, always worded as if already achieved (e.g., “I own 5,000+ apartments,” “My net worth is over $100 million,” “I have written and published 12 or more best-selling books”). These ambitious targets are designed to keep his attention and drive his actions.

Fueling Massive Action with Big Purpose

Cardone emphasizes that average goal setting cannot fuel massive 10X actions. To overcome resistance, goals must be “big juicy purpose[s]” that act as an engine. The bigger and more unrealistic goals are, and the more they align with purpose and duty, the more they will energize and fuel actions. He advises tying financial goals to a greater purpose (e.g., saving $100 million to help his church or fund programs for mankind) to generate the necessary “fuel and horsepower.” He contrasts his own McDonald’s experience, where his lack of purpose led to disinterest and termination, with a colleague who, driven by the goal of owning 100 franchises, excelled despite earning the same pay.

Challenging “Realistic” Thinking

Cardone “truly despise[s] the word ‘realistic’” because it is based on the limited accomplishments and beliefs of others who operate at lower degrees of action. He argues that “realistic thinking is based on what others think is possible—but they are not you and have no way of knowing your potential and purposes.” If one must base goals on others, he advises picking “giants” like Steve Jobs, whose goal was to “ding” the universe. He warns that most people’s goals are influenced and limited by their upbringing and surroundings, leading to subconscious self-manipulation.

The Consequences of Underestimated Goals

Cardone illustrates the danger of setting small financial goals using a scenario where a $250,000 income, after taxes and expenses, leaves little for savings or emergencies. He highlights the reality that parents may outlive their savings, forcing dependency on their children, and unforeseen long-term health issues or economic emergencies can devastate average financial plans. “Small’ thinking has and always will be punished in one way or another.” He notes that undercapitalization—a miscalculation of cash burn—is a top reason for company failures, further demonstrating how “average doesn’t cut it.”

Cardone’s Personal Regret and Recommendations

Cardone candidly admits his “biggest regret” is not working hard, but “that I didn’t set targets 10 times higher than what I originally thought I could accomplish from the very beginning.” He attributes this to the limitations of his upbringing and plans to spend the next 25 years correcting his 10X goal-setting. He offers three key recommendations:

1. Set 10X targets.
2. Align them with your other purposes.
3. Write them down every day—when you wake up and before you go to sleep.
   He reiterates that the 10X Rule is for those obsessed with creating an exceptional life, removing luck and chance from the equation by demanding a mindset of massive success.

Chapter 10: Competition Is for Sissies

This chapter controversially asserts that competition is a detrimental mindset that limits creativity and prevents true market domination. Grant Cardone argues that instead of competing, individuals and companies should aim to dominate their sector and dictate the pace.

The Flawed Notion of Competition

Cardone challenges the common saying, “Competition is good,” asking, “Good for whom—exactly?” While it may offer customer choices and push some to improve, he argues that in business, the goal should always be domination, not competition. He boldly states, “If competition is healthy, then domination is immunity!” Competing, he explains, limits creative thinking because it forces constant observation and reaction to what others are doing. His own first business succeeded by creating truly original sales programs with no competition, a new approach (“Information-Assisted Selling”) that ignored rivals.

The Domination Mindset

The first step to domination is simply to decide to dominate. The most effective way to achieve this is to “do what others refuse to do.” This immediately carves out a unique space and develops an “unfair advantage.” Cardone explicitly states, “I want an unfair advantage if I can create one.” He advises against playing by “agreed-upon norms, rules, and traditions” within an industry, as these are often “traps that prevent new ideas, higher levels of greatness, and domination.” The goal is not just to be in the race but to be “at the top of the list of considerations”—ideally, the only one considered.

Strategies for Domination

Cardone provides several actionable strategies for achieving domination:

• Be the pacesetter: Don’t let other companies dictate the rhythm; instead, make it your organization’s job to lead.
• Go beyond best practices: While studying industry trends and best practices is fine, the goal is to take those concepts to another level, where your actions are “unreasonable” and exclusive to your company (“only practices”).
• Exploit weaknesses: Identify what competitors cannot or will not do (e.g., due to size, commitment to other projects, or cutting back during uncertain economies) and exploit those opportunities. For instance, in a dental implants company, when the leader cut travel, Cardone’s client dominated personal client contacts.
• Massive presence: Aim for a level of power where clients, the market, and competitors automatically think of you first. He cites IBM and Xerox as examples where their names became synonymous with their products. His own company aims for Grant Cardone to be synonymous with sales training globally.

Outworking the Competition

Even if a company has less money than market leaders, Cardone asserts that it can “certainly outwork them” through sheer activity. This involves leveraging social media, personal visits, mail, email, and networking. He warns against underestimating the activity needed to be noticed, citing the misconception that a few daily social media posts are sufficient. His own strategy involved posting 48 times a day on Twitter and sending email strategies twice a week, leading to increased admiration and complaints (which he welcomed as signs of attention). This demonstrates that consistency and persistence in massive action trump expensive, wasteful advertising.

Embracing “Only Practices”

Cardone highlights “only practices” as unique actions competitors won’t duplicate. In one consultation, his team identified that no dental companies were calling clients as they left the store. They implemented a program where managers immediately called clients’ cell phones, requesting them to return with a compelling offer. This “unreasonable” approach resulted in nearly 50% of clients returning immediately, with 80% of those becoming buyers, drastically increasing sales. This illustrates how extreme, persistent, and immediate action, unique to one’s approach, can create unparalleled success.

Conclusion: Rejecting Competition for Domination

Cardone concludes by reiterating that it doesn’t matter what you do; what matters is that your goal is to dominate your sector with immediate, consistent, and persistent actions at levels no one else is willing to operate at or duplicate. He advises being willing to expend “every last bit of energy, effort, and creativity” to distinguish oneself as the only player. Weak markets, he notes, are actually opportunities because competitors become weak and dependent. “Don’t feel sorry for them; dominate them.” He emphatically states, “Quit thinking about competing. Despite what everyone says, it’s not healthy. It’s for sissies.”

Chapter 11: Breaking Out of the Middle Class

This chapter provocatively argues that the “middle class” is a detrimental goal and a “mentality” that traps individuals in insecurity and pain. Grant Cardone encourages readers to abandon this aspiration and instead strive for true financial freedom and abundance.

The Illusion of Middle-Class Security

Cardone acknowledges that many people aspire to the middle class, but he intends to expose it as “the wrong goal.” He defines “middle-class mentality” as the underlying issue, noting that even a person earning $1 million annually can still be trapped by this mindset. The chapter critiques the perceived benefits of a middle-class life—reliable jobs, fair pay, healthcare, comfortable homes, vacations, and 401(k)s—as being now in “turmoil” due to economic shifts.

Dissecting Middle-Class Income and Wealth

Cardone highlights the varied and often low income ranges defining the middle class (e.g., $35,000 to $50,000 or $22,000 to $65,000), noting that these are difficult to live on, especially in urban areas. He points out that the “upper middle class,” often associated with substantial assets and incomes over $1 million, is still vulnerable during economic downturns. Much of the middle class’s supposed “wealth” was built on debt and inflated home equity, which proved fragile.

He recounts an exchange with a client needing $10,000 to keep his doors open, who believed Sunday was a “day of rest.” Cardone’s response was sharp: “You should be out distributing fliers, spending every second of every hour trying to create income in excess of what you need. And by the way, you need $100,000 in net profits—not $10,000.” This illustrates the client’s risk due to operating on “what he needs” rather than generating surplus.

The “Middle-Class Squeeze”

Cardone explains the “middle-class squeeze,” where wages fail to keep pace with inflation, disproportionately affecting middle-income earners while top earners remain largely unaffected. Essential costs like energy, education, housing, and insurance increase as wages stagnate or decrease, pushing this group into a precarious situation. The largest segments of the population are most affected, as the wealthy don’t depend on income and debt, and the poor often receive assistance for which the middle class doesn’t qualify. This leads to feelings of being “more like a member of the working class than the middle class,” trapped in a “mousetrap with a big fat piece of cheese on it.”

The Call to Abundance, Not Comfort

Cardone frames the middle-class dream as “a dream sold to countless Americans as a good goal,” but one that is a “promise without fulfillment.” He challenges the notion of “just enough” for “comfort” or “adequate satisfaction” as a concept sold by the educational system, media, and politicians to encourage people to settle instead of striving for abundance. He points out that the wealthiest 5% control $80 trillion, demonstrating that vast wealth exists and is attainable. He argues that if one has the energy and creativity to reach the next level, they should attempt it. “Middle class was a dream sold to countless Americans as a good goal toward which they should strive.” However, he argues it’s merely “close to ‘good’” and often leads to an insecure existence.

Chapter 12: Obsession Isn’t a Disease; It’s a Gift

This chapter boldly redefines “obsession” from a negative connotation to a necessary and powerful driving force for achieving extraordinary success. Grant Cardone argues that to dominate any field, one must first dominate their own thoughts and focus with complete fanaticism.

Redefining Obsession for Success

Cardone asserts that the dictionary definition of “obsessed”—“the domination of one’s thoughts or feelings by a persistent idea, image, or desire”—is the perfect adjective for how one must approach success. He believes that obsession is “not a bad thing here; it is a requirement” to get where one wants to go. To dominate a sector, goal, or ambition, one must first “dominate your every interest, thought, and consideration.” He challenges the world’s tendency to treat this mindset like a disease, arguing instead that it is a gift essential for greatness.

The Necessity of Fanatical Commitment

Cardone states that until one becomes “completely obsessed with your mission, no one will take you seriously.” The world needs to understand that you are “not going away—that you are 100 percent committed and have complete and utter conviction and will persist in pursuing your project.” He likens obsession to a fire that needs continuous fuel (actions) to burn brightly and compel others to “sit around it in admiration.” This relentless focus ensures that every action is followed up with a determination to see it through to success, preventing the apathy that leads most people to experience work as just “work.”

Greatness Through Fixation

Cardone challenges readers to name one person who has achieved greatness without being obsessed. He contends that any individual or group that accomplished something significant was “completely obsessed with the idea of it.” He cites examples like Israeli President Shimon Peres, who, at 87, performed 900 interviews in 18 months, driven by his mission, stating, “work is better than vacation—and it is important to have a purpose to wake up each day.” This illustrates how careers do not feel like work to the obsessed but rather a “passion.”

Obsession as a Natural Human State

Children serve as a prime example of inherent obsession, naturally fixated on tasks like learning, mimicking, and discovering, utilizing their full energy. Cardone posits that obsession is a “natural human state” that only becomes a “problem” when suppressed by parents, caretakers, or society. Children are often made to feel that their intense interest and full engagement are “wrong” or “unnatural,” leading them to shift from high levels of commitment to “average” ones. Cardone himself, after a period of misdirection in his youth, “didn’t become obsessed until I was 25,” and “regret[s] those years I was not obsessed with my dreams and goals.”

The Consequences of Lack of Obsession

Without obsession, individuals risk spending a lifetime “being obsessed with making up excuses as to why you didn’t get the life you wanted.” Cardone notes that those who are “voraciously obsessed and fiercely driven” are often negatively labeled (off-balance, work-addicted). He wonders what would happen if society admired, expected, and demanded obsessive focus on goals, suggesting it would lead to an overwhelming influx of inventions, solutions, and increased efficiency. He challenges the notion that “too much action” or “too much success” is possible, asserting these are merely claims made by mediocre people to justify their status quo.

The Power of Unwavering Passion

Cardone emphasizes that nothing great will ever happen without someone becoming obsessed with the concept and maintaining that obsession through every task and challenge. This unwavering passion is crucial for setting 10X goals and taking 10X actions. He concludes that the ability to be obsessed is “not a disease; it is a gift!” and urges readers to “Demand obsession of yourself and all those around you.”

Chapter 13: Go “All In” and Overcommit

This chapter urges readers to adopt an “all-in” mentality and embrace overcommitment as essential strategies for achieving massive success. Grant Cardone challenges societal norms that advocate for playing it safe, arguing that these conservative approaches limit potential and prevent individuals from realizing their full capabilities.

The “All-In” Mentality Beyond Poker

Cardone introduces the “all-in” concept, borrowed from poker, where a player risks all chips. However, he clarifies that in life and business, the stakes are far more important: efforts, creativity, energy, ideas, and persistence. Unlike physical chips, these “most valuable chips” are limitless and replenishable. One can “go ‘all in’ with energy as many times as you want—because even if you fail, you can keep going all in!” This directly contradicts the societal discouragement of risk-taking and the emphasis on conservation, which is based on the myth that energy and creativity are limited resources.

Embracing Risk for Big Payoffs

Cardone stresses that “you can’t ever hit it out of the park if you don’t initially make contact and swing for the fences,” and “you will never hit it big if you don’t discipline yourself to be all in when you don’t take action.” He critiques the “tortoise and the hare” fable, suggesting a third, dominant player would combine the speed of the hare with the steadfastness of the tortoise. This implies an approach of ruthless, initial attack combined with persistent follow-through. He emphasizes: “There is no failure unless you quit!” It is impossible to “use up” all energy, creativity, or ideas, or to lose the ability to try again.

Sales Professionals and “All-In” Failure

Sales professionals, Cardone argues, suffer most from failing to go “all in.” Many give themselves undeserved credit for “trying to close the deal” but in reality, rarely even ask for the order once, let alone the necessary five times. A “mystery shop” campaign conducted by his company revealed that 63% of locations never even presented a proposal to purchase. This indicates that fear of failure or rejection prevents salespeople from even playing the “hand.” He advocates for going for it with every customer, every time, and not caring about “lowest closing ratios” if it leads to “highest production.”

Overcommitment: A Misunderstood Strategy

Cardone challenges the popular business advice to “undercommit and overdeliver,” calling it “backward and ridiculous.” He advocates for overcommitting in promises and then exceeding by overdelivering. He finds that the “greater the commitment I make to a client, the higher my level of delivery naturally becomes.” This inherent link between high commitment and high performance is rooted in the 10X effort philosophy. Overcommitment forces individuals to push beyond perceived limits, making them “promise to both them and myself to reach new levels of what I’m able to do for them.”

Commitment as a Catalyst for Action

Overcommitment and “extreme promises” immediately separate individuals from the masses, forcing them to deliver at 10X levels. To increase appointments, one must increase outreach and “amplify the reasons why they should make time for you.” This extends to every aspect of the sales process and general business activities—“overcommit your energy, resources, creativity, and persistence.” The fear of not being able to deliver is, ironically, a “new problem”—a sign of progress.

Cardone advises: “Learn to commit first, and figure out how to show up later.” Most people waste time trying to “wrap their heads around things that may never happen.” He argues that anyone who doesn’t face new problems isn’t moving forward. New issues and dilemmas challenge one to continuously find and create solutions. He concludes by reiterating: “Overcommit, be all in, and take massive levels of action followed up by massive amounts of more actions. You will create new problems and deliver at levels that will amaze even you.”

Chapter 14: Expand—Never Contract

This chapter champions the counterintuitive strategy of continuous expansion, particularly during economic downturns, as the surest path to dominance and long-term success. Grant Cardone argues that while the majority contracts out of fear, this creates unique opportunities for those willing to do the opposite.

The Peril of Contraction

Cardone observes that during periods of economic stress, the world becomes convinced to “reduce, save, be careful, and stay cautious.” This mindset, focused on self-preservation, “will guarantee you never get what you want.” Contraction is a form of retreating, directly violating the 10X Rule’s demand for massive production and creation regardless of circumstances. While brief defensive periods for shoring up resources might be necessary, contraction should never be a continuous business effort. Cardone challenges the common belief that companies fail from expanding too fast, suggesting that they actually fail because they don’t properly prepare for domination during expansion.

The Advantage of Expanding During Contraction

Expanding when others are contracting is “counterintuitive and even unpopular,” but it is the single most effective activity for separating oneself from the pack. Cardone explains that these times of tightening are “unique opportunities to take from those who are taking a defensive posture.” He warns against blindly following the masses, who are “almost always wrong,” and instead urges individuals to “lead them!” The path to success is to “expand, push, and take action—regardless of what others are saying and doing.”

Personal Example of Expansion During Recession

During the recent recession (2008), while his sector was cutting staff and promotional budgets, Cardone used it as a “green light” to augment his own forces. He increased employees and promotional spending, opting to cut his own salary to redirect funds into promoting his business. This allowed him to increase his footprint and take market share from retreating organizations. He notes that he spent more money on advertising, marketing, and promotion in 18 months than he had in 18 years. Despite the fear and second-guessing, he knew that continuous pushing would gain tremendous ground.

The Multiplier Effect of Non-Monetary Resources

Even more valuable than the money spent, Cardone emphasizes the demands he made on his staff and himself to repeatedly expand the use of their “most valuable resources: energy, creativity, persistence, and contact with our clients.” This led to increased production in every area: phone calls, emails, social media, personal visits, speaking engagements, and more. Within a year and a half, he published three books, introduced four new sales programs, produced over 700 segments of training material, conducted 600 radio interviews, and wrote over 150 articles/blogs, alongside thousands of personal calls. While the rest of the world withdrew, his organization “expanded on every front possible.”

“Die in Expansion, Not Contraction”

Cardone famously states his philosophy: “I would rather die in expansion than die in contraction. I would rather fail pushing forward than in retreat.” He stresses that allowing the economy to determine one’s actions means losing control of one’s own economy. When people start “saving money,” they also implicitly begin “saving everything else”—energy, creativity, and effort. This allows a few individuals to expand while the majority holds back.

The Goal of Domination Through Expansion

The ultimate goal of expansion is to dominate one’s sector and gain attention through massive action. This allows for the expansion of contacts, influences, connections, and visibility, with the aim of creating “new problems” (signs of progress). This relentless expansion continues until “everyone—including your supposed competitors—knows you are the dominant 10X player and always associates your name with what you do.” Cardone reinforces that “weak markets actually create opportunities” for those who know how to operate in challenging environments, urging: “Don’t feel sorry for them; dominate them.”

Chapter 15: Burn the Place Down

This chapter builds on the concept of massive action, urging readers to never stop or rest once they gain momentum, but to relentlessly amplify their efforts until they achieve overwhelming, unquenchable success. Grant Cardone highlights the danger of complacency after initial wins and the importance of continuous “fueling the fire.”

Relentless Amplification of Success

Once 10X actions start gaining traction, Cardone insists that one must “continue to add wood to your fire until you either start a brushfire or a bonfire—or burn the place down.” This means “Don’t rest, and don’t stop—ever.” He learned this “the hard way after achieving a lot of success and then resting on my laurels.” This common mistake allows competitors or market changes to extinguish one’s momentum. The goal is to make the fire “so hot and burns so brightly that not even competitors or market changes can put your fire out.” This relentless effort becomes “almost second nature” when one is winning, as “winning is only possible with massive actions.”

The Perpetual Motion of Success

As one “heats things up,” they become “obsessed with the possibilities” and witness new levels of positive results. Actions begin to perpetuate themselves like a flywheel, gaining unstoppable forward momentum. Cardone describes operating on less sleep and food, “literally subsisting on your adrenaline generated by your victories.” This is when people start offering admiration and, critically, unsolicited advice to “take a rest or vacation.” He warns against this, stating, “Now is not the time for rest and celebration; it’s time for more action.” He echoes Andy Grove’s “Only the paranoid survive,” advocating for a continuous commitment to action even after successes.

The Demands of Success

A key problem with success, Cardone notes, is that “it demands continuous attention.” Like a lawn or garden, it requires constant maintenance—mowing, trimming, edging, watering, and planting. There is “no retreating for those who want to create and keep it.” The myth that successful people get to “kick back” and stop exerting effort is dangerous, as the very efforts that brought fulfillment must be sustained.

Cardone reiterates the four degrees of action, emphasizing that the 10X Rule aims for constant, total control through massive quantities of success. Wannabes and near-misses are those who “quit adding wood and then backed off.” Massive action is designed to propel individuals beyond their peers and off the “treadmill” of mediocrity. He advises building a fire “so large and so hot that everyone in the world—even your competition—comes to sit by your fire for warmth.”

Debunking “Too Much”

Cardone dismisses the notions of “too much” action or success, arguing that these are “simply claims that mediocre people make in order to justify their own decisions to be happy with the status quo.” He firmly states, “There can never be enough wood on your fire. You can never take too much action or accumulate too much success.” He challenges concepts like “overexposure,” using Coca-Cola and McDonald’s as examples of ubiquitous brands that have not lost value through widespread presence. He concludes that obscurity is the real problem, and he would “rather be overexposed than face obscurity.”

The Power of Creative Action

Successful individuals never “run out” of energy, efforts, people, ideas, or resources because they create abundance in their enterprises. The more one commits to new actions, the more creative they become, as if “imagination opens up, and new possibilities just pour from it.” This isn’t just about creativity, but the ability to take massive action that prompts it. He recounts a PR firm’s concern about his “overexposure,” which he rejected by relentlessly increasing his media presence and output. This defiance of “mediocre” advice led to exploding business opportunities and global recognition, proving that continuous, massive action is the path to “burn the place down.”

Chapter 16: Fear Is the Great Indicator

This chapter redefines fear as a positive signal for action rather than a deterrent. Grant Cardone argues that experiencing fear indicates one is moving in the right direction and that the absence of fear is a warning sign of complacency.

Redefining Fear as a Positive Signal

Cardone asserts that experiencing fear when taking new actions at new levels is a positive sign. He states, “Fear isn’t bad or something to avoid; conversely, it’s something you want to seek and embrace.” Fear indicates that one is “doing what’s needed to move in the right direction.” He provocatively states that “the only thing that scares me is a complete lack of fear,” as it signals complacency and lack of growth. Most fears, he argues, are “False Events Appearing Real (FEAR)” and never come to pass, being provoked by emotions rather than rational thinking. He urges reframing fear as a reason to move forward, a “green light” to action.

Action as the Antidote to Fear

Cardone advises using fear as a direct instruction for what to do. If one fears calling a client, then they should call that client. Fear of speaking to the boss means one “must march into his office.” The 10X Rule compels individuals to separate themselves from others by “doing what others refuse to do,” which often means facing fear head-on. The marketplace, being composed of fearful people, will respond to those who act despite fear.

Eliminating Time from the Equation

Cardone identifies time as the primary fuel for fear: “The more time you devote to the object of your apprehension, the stronger it becomes.” To “starve the fear of its favorite food,” one must remove time from its menu. He illustrates with John, who delays a call due to anxiety, allowing fear to grow through overthinking and “preparation” (an excuse for lack of proper training). The solution is to take a deep breath, pick up the phone, and make the call immediately. There is no need for last-minute preparation; “nothing happens without action.”

The Cost of Procrastination

Failure, Cardone notes, comes whether one acts or not. It is “far preferable to fail while doing something than to fail by over-preparing while someone else walks up and scoops up your dreams.” He highlights how fear leads to procrastination in business:

• Delaying personal visits, phone calls, or proposals.
• Using excuses like “not a good time” (client leaving, bad economy, budget cuts, etc.).
• “I don’t want to ‘bug’ them” or “I am not ready yet.”
  All these excuses, he argues, stem from feeding fear with time. Cardone, despite experiencing fear, refuses to feed it and opts to “get things done quickly,” finding himself amazed at his own strength and confidence.

Courage Through Action

Taking massive action quickly and repeatedly creates the appearance of fearlessness in the marketplace. The individual who acts on what they fear most will advance their cause the most. Cardone likens overcoming fear to “eating fire”: one must completely exhaust the oxygen (time and hesitation) that the fear needs to survive. If one backs off even slightly, fear reignites.
He concludes that courage comes to those who act, not those who think, wait, and wonder. It’s a trait honed only by doing things one fears. “If you aren’t experiencing fear, you are not taking new actions and growing.” He reiterates that a great life isn’t about money or luck but the ability to “move past your fears with speed and power.” Fear, like fire, should be used to fuel the actions of one’s life.

Chapter 17: The Myth of Time Management

This chapter challenges the conventional focus on “time management” and “balance,” arguing that these concepts are often distractions for those who believe in scarcity. Grant Cardone instead advocates for prioritizing success and achieving abundance in all areas of life by maximizing available time through massive action.

Dispelling the Time Management Myth

Cardone admits he is neither a great manager nor a planner, and he has “never even written a business plan.” However, he has effectively managed himself to build multiple companies. He argues that people concerned with “time management” and “balance” often subscribe to the “notion of ‘shortages.’” They often don’t even know how much time they truly have or what tasks are most crucial within that time. He asserts that the real question should be, “How can I have it all in abundance?”

Success as a Priority, Not a Sacrifice

Cardone unequivocally states that he is “not interested in balance; I am interested in abundance in every area.” He rejects the idea of sacrificing one area of success (e.g., career for family or happiness) for another, seeing it as a self-limiting belief. He believes successful people think in terms of “all,” not “either/or.” Happiness, security, and fulfillment come from utilizing one’s gifts and energy to achieve whatever success they define, and this requires “every bit of your time.”

Understanding and Maximizing Available Time

Cardone challenges readers to track their time, as “Most people have no clue what they are doing with their time but still complain that they don’t have enough.” He highlights that:

• Every person has 168 hours in a week.
• The average U.S. employee is productive for only 37.5 hours (22.3% of total time).
• A significant portion of time is spent asleep (33.3%) or in front of a TV/online (16.6%).
  He argues that if one has, for example, only 1,950 Wednesdays left in their life, they would treat those moments differently. The only way to “increase time is to get more done in the time you have.” He illustrates this with efficiency: if he makes 15 calls in 15 minutes while another takes an hour, he effectively creates 45 minutes for himself.

Work as a Reward, Not a Chore

Cardone suggests that an imbalance in life stems from not doing enough with the time one has. He proposes: “An easy way to achieve balance is to simply work harder while you are at the office.” This not only creates more free time but also allows one to experience job rewards, making work feel less like a chore and more like success. Truly successful people don’t call it work; they call it a passion because “they do enough to win!”

Prioritizing and Controlling Your Schedule

The first step in managing time and seeking balance is to define what is important and prioritize those areas of desired success. Cardone then advises:

• Determine total available time.
• Allot time to each priority.
• Log daily time usage to identify wasteful activities (e.g., Xbox, online poker, napping, excessive smoking breaks).
  He shares his personal experience of integrating a new baby into his life: instead of seeing his daughter as an excuse to work less, she became a “sheer motivation.” He and his wife scheduled one hour each morning for him to spend with his daughter, ensuring quality time without negatively impacting his work schedule. This demonstrates controlling time rather than being controlled by it.

Rejecting “Slow Down” Advice

Cardone criticizes the cultural encouragement to “slow down, relax, take it easy, find balance,” seeing it as detrimental. This advice often leads to a “meager existence” because people never do enough to free themselves. He contends that work provides purpose, mission, and accomplishment, vital for well-being. Those who promote “take it slow” advice foster traits like laziness, procrastination, lack of urgency, irresponsibility, and entitlement. He concludes that “No one is going to save you. No one is going to take care of your family or your retirement.” The only way is to “utilize every moment of every day at 10X levels,” ensuring goals are accomplished and leading to happiness, security, confidence, and fulfillment.

Chapter 18: Criticism Is a Sign of Success

This chapter reframes criticism not as something to avoid, but as an inevitable and positive indicator of progress and success. Grant Cardone encourages embracing criticism as a natural byproduct of gaining attention and achieving significant results.

Embracing Criticism as an Indicator

Cardone begins by stating that while criticism “is certainly not the best feeling in the world,” it is “a surefire sign that you are well on your way.” He argues that criticism is not to be avoided but “must be expected” once one starts achieving significant success. He defines criticism as “the judgment of the merits and faults of the work or actions of one individual by another,” and humorously notes that the dictionary misses a key point: criticism “is often not far behind” when one takes massive action and creates success. He asks whether one would rather be criticized by those jealous of success or by family, boss, or bill collectors for inaction.

Criticism as a Byproduct of Attention

Cardone explains that criticism comes as a “natural result of getting attention.” Some people avoid attention to dodge judgment, but there’s “no way to achieve serious levels of success without getting some attention.” When one starts “cranking at 10X levels,” even before accomplishments are fully evident, criticism will appear. This can manifest as:

• “Advice” from others: “Why are you spending so much energy on that one client? He never buys anything.”
• Discouragement: “You should enjoy life more! It’s not all work, you know.”
  Cardone asserts these comments are often said to make the speaker feel better, as one’s abundance highlights their deficiency. He reminds readers that “Success is not a popularity contest. It is your duty, obligation, and responsibility.”

Flying Under the Radar vs. Dominating

Cardone discusses a client who preferred to “fly under the radar” to avoid competitors, acknowledging this approach limits reaching the top. He argues that fear of attack prevents complete effort. However, once “naysayers realize and acknowledge that you aren’t going away—and that your success is something they should imitate, not judge—they will give up and find someone else to pick on.” He advises that weak and overwhelmed individuals attack others’ success as they lack their own solutions. Criticism in politics, for example, stems from a lack of real solutions, leading to tearing down opponents.

Handling Criticism Effectively

The only way to handle criticism is to “foresee it as an element of your success formula.” Like fear, it’s a signal that one is “making the right moves in the right volumes, getting enough attention, and making enough of a splash.” Cardone shares an example of a client complaining about “too much follow-up.” Instead of apologizing, he directly addressed the client, stating his staff was doing what was right to help, and then rewarded his staff for their aggressive follow-up. He refused to let the client’s protests stop them, reinforcing that “criticism is part of the success cycle.”

Personal Experiences with Criticism

Cardone recounts his own experiences with criticism:

• Early in his sales career: When he reached the top 1% of salespeople in his industry, colleagues criticized him, made jokes, and tried to distract him. He identifies this as lower performers trying to “make others wrong for doing what is necessary in order to make themselves feel okay about doing nothing!”
• His book If You’re Not First, You’re Last becoming a New York Times best-seller: Competitors called the title “arrogant,” questioned his authority, and criticized grammar. Cardone simply disregarded these comments, focusing on his achievement.
  He concludes that “criticism precedes admiration and—like it or not—goes hand in hand with success.” The strategy is to “keep pouring on the success,” and eventually, critics will become admirers. The best retaliation against criticism is “massive success” and keeping the accelerator on 10X actions.

Chapter 19: Customer Satisfaction Is the Wrong Target

This chapter controversially asserts that while customer satisfaction is important, it should not be the primary focus for an organization aiming for massive growth and market dominance. Grant Cardone argues that “increasing customers is the right target” and that “customer satisfaction cannot exist without a customer.”

The Subordinate Role of Customer Satisfaction

Cardone states that the “overused and abused concept of customer satisfaction” often leads to misplaced priorities. He challenges the common concern that aggressive action will damage a brand, arguing that obscurity is a far greater threat in a market saturated with products and organizations. He boldly declares, “Customer service is the wrong target; increasing customers is the right target.” While acknowledging that customers must be “satisfied and happy” for repeat business and positive word-of-mouth, he emphasizes that the primary focus should be “commanding attention and generating customers before you worry about making them happy.”

The Paramount Importance of Customer Acquisition

Cardone asserts that “increasing customer satisfaction is impossible without increasing customers.” He dismisses the focus on “noncustomer satisfaction”—people who are dissatisfied because they don’t have his product. He believes the biggest “outpoints” (problems) are not acquiring a client or the client misusing the product. A customer who never buys represents a far more serious “customer satisfaction problem” than one who receives a package a day late. He explicitly states, “The attainment of the customer is paramount to customer satisfaction.” He focuses on attracting qualified clients and then relentlessly pursuing them until they agree to purchase, confident that they cannot be satisfied until they have his product.

The Detrimental Focus on Post-Purchase Satisfaction

Cardone argues that the corporate obsession with “customer satisfaction” (often measured after the sale) has been “detrimental to customer acquisition.” Companies become so consumed with current customers’ happiness that they fail to aggressively acquire and expand their market share. He cites Google and Starbucks as examples of companies that prioritize market dominance and acquisition first, then focus on improving the customer experience. “Brands that truly deliver customer satisfaction do not talk about customer service; they focus on customer acquisition.”

The Fatal Flaw: Not Making a Customer

Cardone’s mystery shopping campaigns reveal that the “biggest problem with companies is that they never make a customer in the first place!” Most products don’t gain attention and compel purchase without company assistance. Salespeople often fail to ask for the order or follow up, thus never making a client. He distinguishes between companies with poor products (which the market eventually disposes of) and those that fail due to insufficient customer acquisition efforts. He recommends surveying those who don’t buy to uncover true weaknesses, focusing on process issues rather than blaming individuals.

The Proper Order of Objectives

Cardone provides a clear hierarchy for organizational goals:

1. Acquire customers: Through an amazing product or service developed at 10X levels.
2. Impress them during acquisition: Deliver exceptional service throughout the sales process.
3. Establish customer loyalty: Through repeat purchases, support, and word-of-mouth marketing.
   He wants “everyone to have my products, not just some people” and to “be on their minds so regularly—and make such an impact on them and their companies—that they never even think about using anyone else.” He uses Apple as a case study: previously focused on a small number of people, Apple only achieved massive success (e.g., 63% MP3 player market share, 3% iPad household penetration) when it shifted to appealing to the masses and dominating its footprint with “massive action.”

Embracing Complaints as Opportunities

Cardone concludes by stressing that customer complaints are inevitable with human interaction. Instead of fearing them, organizations should “encourage them, look for them, find them, and then resolve them.” Complaints are direct feedback on how to improve a product or service and opportunities to demonstrate excellent problem-solving, which can lead to positive word-of-mouth. He criticizes penalizing sales teams for complaints, arguing it discourages acquisition efforts. The more people interacting with a product, the more complaints and praise will arise. “Increase the number of users of your product or service through massive action, not through massive initiatives that cause your people to back off from the acquisition in the first place.”

Chapter 20: Omnipresence

This chapter introduces the powerful concept of omnipresence—being everywhere at all times—as a non-negotiable goal for achieving true success and market dominance. Grant Cardone argues that this mindset is essential for making one’s ideas, products, or brand universally recognized and indispensable.

The Goal of Being Everywhere

Cardone defines omnipresence as “being everywhere—in all places, at all times,” and he urges readers to adopt this seemingly impossible goal for themselves, their brands, and their companies. He contends that “the things that are assigned the most value on this planet are believed to be available everywhere,” from oxygen and water to major branded products like Coca-Cola and Google. These items are accessible constantly, leading to dependence and pervasive recognition. He aims for “more than 6 billion people to hear my name constantly, know it when they hear it, and then when they think sales training, they think of me.” This “unrealistic” target, he believes, is the “right target, thinking, footprint, and concept” for his business, as merely attempting it will lead to greater success.

Omnipresence as a Guiding Principle

Adopting an omnipresence mindset automatically guides all actions and decisions. Cardone explains that at his company, every decision is based on the mission to “Introduce the entire planet to Grant Cardone.” They don’t prioritize cost or budget but rather whether an action helps achieve the goal of “being everywhere.” This commitment means not stopping to evaluate travel or speaking engagements based on typical outcomes but simply avoiding excuses that limit expansion. This ambitious thinking is not for the average person, but it is “absolutely necessary” for avoiding mediocrity and achieving dominance.

Examples of Omnipresent Entities

Cardone highlights that every great company has achieved omnipresence: Coca-Cola, McDonald’s, Google, Starbucks, Apple, Wal-Mart, and more. These brands are found “in every city—some on every street corner—and most are available around the world.” Their logos are instantly recognizable, and their names often describe even competitors’ products.
Individuals too can achieve this status, such as Oprah, Bill Gates, Warren Buffett, and Michael Jordan. Whether liked or not, their names are universally recognized and associated with importance. This level of recognition is crucial, as Cardone’s father advised: “Your name is your most important asset.” But, he clarifies, a name is only valuable “if enough people know it.”

Beyond “Helping Just One Person”

Cardone challenges the common sentiment, “It is enough if you can just help one person.” While acknowledging its positive intent, he argues that with 6.8 billion people needing help, “Your goal must—and can—be bigger than ‘just one person.’” To make a significant impact, one must be known. He links a higher purpose (e.g., amassing wealth to help mankind) to providing more fuel for 10X actions, propelling one toward omnipresence. This transforms effort from a “grind” into a “passion.”

Strategies for Achieving Personal Omnipresence

To achieve omnipresence, one must burst through obscurity and relentlessly inform the world of what they can do. This involves:

• Getting involved locally: Community, school system, neighborhood, local politics.
• Being visible: Attending events, writing in local papers, connecting with community players.
• Saying “yes” to every opportunity: Writing, talking, lecturing, even “bark[ing] on the street corners.”
• Consistent content creation: Utilizing platforms like YouTube, Flickr, Facebook, Twitter, and LinkedIn to disseminate information constantly.

Omnipresence as “The Best Revenge”

Cardone shares a personal anecdote: after being “under major attack by people who didn’t want to see me doing well,” his wife reminded him of his own saying: “The best revenge is massive success.” Instead of retaliating physically, he channeled his energy into becoming omnipresent and expanding his footprint. This involved publishing three books in close succession, producing 700 segments of training material, giving 600 radio interviews, writing 150 articles/blogs, and making thousands of social media posts and personal calls in 18 months. This relentless activity led to national TV exposure, global inquiries, and increased business on every front. His personal experience validates that omnipresence is achievable through consistent 10X action, not merely luck or talent.

Chapter 21: Excuses

This chapter directly confronts the pervasive habit of making excuses, identifying it as a fundamental barrier to success. Grant Cardone asserts that excuses are worthless, never improve a situation, and are a defining characteristic of unsuccessful people.

The Nature and Worthlessness of Excuses

An “excuse” is defined as a “justification for doing—or not doing—something,” but Cardone clarifies it’s rarely the true reason. For example, “traffic” isn’t why one is late; leaving without enough time is. Excuses are merely “a revision of the facts that you make up in order to help yourself feel better.” They never change a situation; only addressing the “real reason” can. He firmly states, “Excuses are for people who refuse to take responsibility for their life and how it turns out. Slaves and victims make excuses—and will forever be destined to having leftovers and others’ scraps.”

Common Excuses and Their Impact

Cardone lists numerous common excuses people use, from “I don’t have the money” or “I have kids” to “the economy is bad” or “I have such bad luck.” He challenges the reader to identify their own frequently used excuses and then asks: “will any of these excuses ever improve your condition?” The answer is unequivocally no. They are “worthless uses of your energy” because they do not forward the desire to create more success. Continuously telling oneself that “bad luck” is the reason for failure only ensures that bad things will continue to happen.

Excuses vs. Responsibility

A key distinction between successful and unsuccessful people is that successful people “simply don’t make excuses.” They are “quite unreasonable when it comes to providing reasons—at least for failure.” Cardone states he never asks why something failed, as “no answer will do.” Any reasons provided are merely “opportunities yet to be handled.” He reiterates his core philosophy: “Nothing happens to you; it happens because of you.” Excuses are a major differentiator between success and failure.

He illustrates this with the example: “He didn’t buy from me because the bank wouldn’t make the loan.” The successful person rephrases this to take responsibility: “No, he didn’t buy from me because you were unable to secure proper financing for a potential customer.” The latter acknowledges responsibility and identifies a solution. Once one adopts an “advanced sense of responsibility” and refuses excuses, they can actively seek solutions and prevent similar situations in the future.

The Ethical Imperative to Eliminate Excuses

If success is one’s “duty, obligation, and responsibility,” then one “must commit to never using excuses for anything!” Cardone emphasizes that one cannot allow oneself, their team, family, or organization to use excuses for failure. He concludes with the old saying, “If it is to be, it is up to me,” reinforcing the ultimate personal accountability required for 10X success.

Chapter 22: Successful or Unsuccessful?

This extensive chapter identifies the key qualities, personality traits, and habits that distinguish successful individuals from those who achieve less. Grant Cardone emphasizes that these distinctions are not rooted in economics, education, or demographics, but in how people talk, think, and approach situations. He asserts that success is a skill that can be duplicated by adopting these specific mindsets and actions.

1. Have a “Can Do” Attitude

Successful people approach every situation with the belief that “no matter what, it can be done.” They use positive phrases like “We can do it” and “Let’s make it happen,” consistently maintaining that a solution exists. This attitude is “more valuable than a superior product and a lower price” and is essential for 10X massive actions. It requires believing and conveying that solutions exist, even if hard work is needed to find them. Cardone urges incorporating this “can do” outlook into all aspects of life, making responses like “Can do, no problem—we will handle it!” the norm.

2. Believe That “I Will Figure It Out”

This trait is a partner to the “can do” attitude, representing a commitment to responsibility and problem-solving. Even when unsure, the best response is “I will figure it out”—not “I don’t know.” Cardone argues that admitting ignorance without a follow-up plan does not help credibility. Instead, one should respond, “Great question. Let me check into that and figure it out,” demonstrating a willingness to do what’s necessary to find solutions. This incites a solution rather than implying ineptitude.

3. Focus on Opportunity

Successful people perceive all situations, including problems and complaints, as opportunities. Where others see difficulty, they recognize that “problems solved equal new products, services, customers—and probably financial success.” Success is overcoming challenges, so challenges are necessary. The bigger the problem, and the more people who benefit from its solution, the greater the opportunity for success. This mindset allows individuals to stand out during widespread issues like recessions or unemployment, using these problems as openings for market dominance.

4. Love Challenges

Highly successful individuals are invigorated by challenges, not repelled. They see challenges as experiences that “sharpen” their abilities and as “fuel” for their efforts. Cardone states that feeling “overwhelmed” often results from not taking enough action to generate wins. Challenges provide opportunities to win, and winning increases one’s perceived potential and love for future challenges. He advocates for rehabilitating one’s mindset to see hardships as stimulation, not a reason to avoid.

5. Seek to Solve Problems

Successful individuals actively seek out problems because “almost every problem is universal.” They understand that solving problems leads to rewards and makes one a “hero.” The bigger the problem, and the more people who benefit from the solution, the more powerful the success. Establishing oneself as a problem-solver who “makes situations better, not worse,” is one of the fastest ways to separate oneself from the masses. He even suggests some industries “create problems so that they can ‘solve’ them” by selling products.

6. Persist until Successful

Persistence—the ability to continue steadfastly despite setbacks, bad news, and resistance—is a hallmark of successful people. Cardone claims to be “more persistent than I am talented.” This trait is developed, not innate, and is necessary to make any dream a reality. He believes a “natural tendency” exists, like gravity, that challenges persistence, but he simply persists with 10X actions until all resistance “morphs into support.” He advises anyone wanting to multiply success to “retrain yourself to do whatever is necessary to ensure that you are in the best mental, emotional, and financial position to persevere.”

7. Take Risks

Life, like Vegas, requires putting “something into the game in order to get a return.” Successful people are willing to take risks daily, unlike most who are taught to play it safe. They are not afraid to “put it all out there” because they know they “can go back and do it again” regardless of the outcome. The unsuccessful hold back, protecting reputations or existing positions, while the successful allow themselves to be criticized and seen by the world. Cardone advises getting family and friends to support risk-taking, remembering, “Nothing ventured, nothing gained.”

8. Be Unreasonable

Cardone provocatively asserts that successful people must be “unreasonable.” This means acting “without rational consideration and not in accordance with practical realities.” He explains this isn’t about being mentally unstable but refusing to validate the “alleged ‘sanity’ of reasonable actions that will never get you what you want.” He points out that most of the world plays by “stupid, useless, reasonable rules” that only ensure bondage. Great advancements like cars, airplanes, and the internet came from someone doing something deemed “unreasonable.” He encourages readers to “be one of the unreasonable ones” who make a huge difference.

9. Be Dangerous

Counter to the societal mantra “Be careful,” Cardone argues that excessive caution can prevent true living. He suggests that one might have harmed themselves more by being “careful” than by being “dangerous.” He states, “Massive action demands that you throw caution to the wind, even if it puts you in the path of danger.” Working with powerful people or aiming for significant financial gains inherently involves danger. The key to navigating this is sufficient training to ensure one can “get into the ring and come out the victor.” To achieve something big, one must embrace danger.

10. Create Wealth

Successful people view money differently. Poor people work for money and then spend or conserve it. The very successful know that “money is already created” and focus on generating wealth through the exchange of new ideas, products, services, and solutions. They understand that money exists in abundance and flows to wealth creators, and that “wealth is not limited to a monetary supply.” They think in terms of owning assets that produce income (like real estate or businesses), not just earning salaries. Cardone urges shifting attention from conserving money to creating wealth, as “Income is taxed; wealth is not.”

11. Readily Take Action

This is the core of the 10X Rule: highly successful individuals take “unbelievable amounts of action.” They rarely do nothing, even on vacation. This consistent, high level of action, often before they are known, differentiates them from the unsuccessful, who talk about plans but never act sufficiently. Successful people invest in actions that may not pay off immediately but “bear fruit” consistently and persistently over time. Cardone sees his ability to take action as a “major factor” in his success and a “discipline” to be developed daily, not a gift. He considers “laziness and lack of action” as ethical issues.

12. Always Say “Yes”

To thrive in life and business, Cardone advises saying “yes” to everything. Successful people eagerly engage, recognizing that “yes” carries “more life and possibilities” and is more positive than “no.” He practices “I never say no until I have to.” This encourages new adventures, solutions, and levels of success. While society emphasizes knowing what to say “no” to, Cardone argues most people don’t venture or experience enough. He suggests that if one has an automatic “no,” they should try saying “yes” until they become so successful that “no” becomes a necessity for managing time and efforts.

13. Habitually Commit

Successful individuals fully and consistently commit to activities, often putting “it all on the line.” This links to the “all-in” concept and embracing danger. Unsuccessful people rarely commit entirely, often “trying” and only committing to destructive habits. Cardone sees commitment as a scarce quality, essential for seeing things “all the way through.” He urges quitting “testing the water’s temperature” and simply “jump[ing] in!” He values commitment over education and believes creativity and problem-solving are stimulated only after full commitment.

14. Go All the Way

Echoing AA’s “Half measures achieved us nothing,” Cardone applies this to success: “half measures achieve nothing in terms of results—except for tiring out the person.” He states that until an action leads to success (e.g., a potential client becomes a client), it’s “not done.” If 50 calls don’t close a deal, they might as well not have been made. He urges being “completely unreasonable and going all the way,” accepting no excuses and no settling. This relentless pursuit ensures the full rewards of efforts.

15. Focus on “Now”

For successful people, there are only two times: “now and the future.” The unsuccessful dwell on the past and procrastinate about the future. “Now” is the period successful people utilize most to create their desired future and dominate. Cardone emphasizes acquiring the discipline, muscle memory, and achievements that result from taking massive action immediately, while others think, plan, and procrastinate. He shares an example of challenging his staff to make 50 calls in 30 minutes, demonstrating the power of immediate action over analysis. He concludes that “Action is necessary—and there is no time more valuable than now.”

16. Demonstrate Courage

Courage is the quality that compels people to face dangerous situations despite fear. It’s often recognized after action is taken, not before. Successful people appear confident and even arrogant because they acquired these qualities through action. Cardone, despite admitting to experiencing fear “most of the time,” appears fearless because he refuses to feed fear with time and gets things done quickly. Doing things that scare one bit by bit, and doing them frequently, builds courage. The more one acts with courage, the more others gravitate toward them.

17. Embrace Change

Successful people love change, while the unsuccessful resist it. Cardone states that it’s impossible to create success if one tries to keep things from changing. While not advocating for change for change’s sake, successful individuals “always look for ways to improve what you are doing.” They anticipate “market transformations” and leverage them to improve operations and gain advantage, never resting on “yesterday’s successes.” He cites Apple’s Steve Jobs as an example of changing products before competitors or consumers get bored. Change is not to be resisted but to be embraced as an exciting opportunity.

18. Determine and Take the Right Approach

Successful people quantify what works, focusing on “working ‘smart’” rather than just “hard work.” They invest time, energy, and money in improving their approach until it becomes rewarding, not difficult. Cardone recalls spending two years and thousands of dollars improving his sales approach, after which selling no longer felt like “work.” When one has perfected their approach and is winning, it feels like success, not labor. This focus on the “right approach” leads to easier and more rewarding results.

19. Break Traditional Ideas

The most successful individuals go beyond mere change to challenge traditional thinking. Companies like Google, Apple, and Facebook break existing norms to create new ways of doing things, even dismantling what already works for a better future. They aim to create traditions, not follow established ones, and are unconcerned with “the way things ‘have always been done.’” They are “thought leaders” who design the future, looking for ways to improve industries like automobiles, airplanes, and homes. Cardone warns that these individuals maintain existing structures while innovating, seeking superior products, relationships, and environments.

20. Be Goal-Oriented

Successful people are highly goal-oriented, always focusing more attention on the target than the problem. They appear to “bend bullets” due to their unwavering commitment. Cardone laments that most people spend more time planning grocery lists than their life goals. He personally writes and reviews his goals daily, especially during failures or challenges, to keep his attention on the desired destination. This ability to remain focused on the goal’s achievement is vital, ensuring one doesn’t spend their life achieving others’ objectives.

21. Be on a Mission

Successful people approach their activities as if they are on a “religious mission”—not just a job or work. They think bigger, aiming for “massive target[s] to achieve.” Until one adopts this zealous attitude, their job will remain “just a job,” likely unfulfilling. Every phone call, email, sales visit, meeting, and day in the office should be approached as a “calling for which you will forever be known.” This mindset transforms daily activities into a significant purpose that could “forever change the world.”

22. Have a High Level of Motivation

Motivation is the state of being stimulated toward action. Successful people possess high levels of motivation, fueled by being goal-focused and mission-driven. This is not short-lived enthusiasm but a daily, consistent self-stimulation. They constantly seek new reasons to stay provoked to new levels of success, which is why they are “never satisfied.” Cardone explains his own motivation comes from setting daily goals and seeking new accomplishments to keep himself enthused, rejecting the idea of retirement after financial success. True motivation is an “inside job,” based on internal drive rather than external circumstances.

23. Be Interested in Results

Successful people value results, not just effort or time spent. Unsuccessful individuals, conversely, give too much importance to their attempts even if nothing materializes. Cardone is “completely, unreasonably fixated with only getting results.” He advises against patting oneself on the back for trying, saving rewards for actual accomplishments. He urges self-driven accountability: “Be hard on yourself and never let yourself off the hook until you get results.” For successful people, results are the primary focus, regardless of challenges.

24. Have Big Goals and Dreams

Successful people dream big and have “immense goals”—they are not realistic. “Realistic” thinking is for the masses who “fight for leftovers.” Cardone considers his biggest regret to be setting realistic rather than “giant, radical thinking” goals initially. “Big think” changes the world, driving innovations like Facebook and Google. Small goals and trivial dreams fail to provide motivation and lead to mediocrity. He encourages reading about great people and companies to inspire big thinking and acting to reach full potential.

25. Create Your Own Reality

Successful individuals are like “magicians” who “don’t deal in other people’s realities.” They are “bent on creating a new reality for themselves” that is distinct from what others accept. They disregard others’ beliefs about what’s possible, focusing only on producing their own dreams. They actively dislike “mass agreement” and conventional “reality.” Cardone asserts that greatness is achieved by those “obsessed with the idea of creating the reality they want to make.” The next reality is “only as far away as the next person who creates it.”

26. Commit First—Figure Out Later

This trait, while seemingly “perilous,” is less dangerous than the unsuccessful’s habit of figuring everything out before committing. Most people delay, and by the time they are ready, the opportunity is gone. “Committing first means getting 100 percent behind whatever it is you are committing to before you figure out every detail.” This allows smaller, agile companies to outmaneuver larger, cautious competitors. Cardone believes creativity and problem-solving are stimulated after full commitment. “It is not necessarily the smartest and brightest who win in the game of life but rather those who can commit the most passionately to their cause.”

27. Be Highly Ethical

Cardone expands ethics beyond merely not lying or stealing. He considers it unethical not to fulfill one’s commitments as a provider of security and a role model. If one doesn’t work daily “to succeed,” they are “stealing from your family, future, and the company.” Success enables better fulfillment of agreements—implied or spoken. He views any disparity between potential and achievement as an ethical issue. The most successful are driven by an ethical obligation to do something significant aligned with their potential, ensuring long-term success that can withstand any storm.

28. Be Interested in the Group

Successful people understand that “You can only do as well as the people around you.” If the group struggles, the individual eventually suffers. He criticizes “me first” thinking that disregards the group’s well-being, as it ultimately stifles the very group an individual depends on. Successful individuals, even if self-interested, realize they must invest energy in their associates because their own success is limited by the group’s ability. They actively try to “bring the rest of the team to higher levels,” as this improves their own game.

29. Be Dedicated to Continuous Learning

Successful CEOs read an average of 60 books and attend over six conferences annually, in stark contrast to the average American worker who reads less than one book. Cardone emphasizes that successful people view every learning opportunity (books, audio, webinars, speeches) as the “most solid and sure investment they can make.” Unsuccessful people focus on cost rather than benefit. He urges readers to join the ranks of those who know their income, wealth, health, and future depend on continuously seeking new information and never stopping learning.

30. Be Uncomfortable

Successful people are willing to put themselves in uncomfortable situations, whereas the unsuccessful seek comfort. Cardone states his most important life achievements were things that made him “very uneasy”—moving to new cities, cold calling, new presentations, venturing into new sectors. Comfort breeds softness, leading to a loss of creativity and hunger. He advises being willing to be uncomfortable and doing what makes others uncomfortable, as it’s a “sure sign that you’re on your way to success.”

31. “Reach Up” in Relationships

Cardone advocates for “reaching up” in all relationships—associating with people who are “smarter, brighter, and more creative,” and “better connected, better educated, and even more successful.” He criticizes the average person’s tendency to spend time with like-minded individuals or those who bring less to the table. Reaching up is connected to a willingness to change, challenge tradition, and grow. He advises against “going horizontal” and instead associating with “bigger thinkers, bigger dreamers, and bigger players” to improve oneself, much like a black belt learning from a higher belt or a golfer playing with better players.

32. Be Disciplined

Discipline is an “orderly, prescribed conduct that will get you what you want”—a requirement for 10X players. Cardone notes that most people’s “disciplines” are actually bad habits. To attain and keep success, one must identify constructive habits and discipline oneself and their group to repeat them constantly. Discipline is what transforms uncomfortable activities into “normal operating procedure.” He acknowledges that no one consistently displays all these traits 100% of the time, but the goal is to consciously make efforts to embody them most of the time, recognizing that each is attainable and collectively they propel one towards massive success.

Chapter 23: Getting Started with 10X

This concluding chapter provides a practical guide for initiating the 10X Rule, addressing potential challenges, and ensuring it becomes a persistent discipline. Grant Cardone reinforces the urgency of action and the need to disregard limiting beliefs, drawing on a personal example to illustrate the principles in practice.

Initiating Your 10X Journey

To get started, Cardone advises reviewing the list of successful people’s habits and determining what actions need to be taken. He reiterates that for successful people, there are only two times: “now and the future.” The focus should be on acting now, with the knowledge that consistent, immediate actions will create the desired future. Delaying, he warns, is a sign of laziness and a shift towards protecting existing success rather than creating new levels. He outlines a simple starting process:

1. Do not reduce your goals as you write them.
2. Do not get lost in the details of how to accomplish them at this point.
3. Ask yourself, “What actions can I take today to move me toward these goals?”
4. Take whatever actions you come up with—regardless of what they are or how you feel.
5. Do not prematurely value the outcome of your actions.
6. Go back each day and review the list.
   He acknowledges that starting may feel “overwhelmed,” but compares it to a car stuck in mud: one needs “just enough traction to move an inch” to begin getting out, even if it means “getting dirty.”

Disregarding Negative Advice

Cardone warns against well-meaning friends and family who offer “advice” that promotes average thinking. Their vocabulary is always the same: “be careful, play it safe, don’t be impractical, success isn’t everything, be satisfied with what you have, life is to be lived, money won’t make you happy, don’t want so much, take it easy, you don’t have experience, you’re too young, you’re too old.” He advises thanking them, then reminding them that you want their support in “going for it,” and making it clear you’d “rather commit to your dreams and goals and be disappointed than never commit and be disappointed.”

Real-Life Application of the 10X Rule

Cardone provides a detailed personal example of applying the 10X Rule while writing If You’re Not First, You’re Last. He realized he had been taking massive action but not thinking in 10X magnitudes. His goal became to “become the name that is synonymous with sales training”—a concept of market domination.

• Commitment first, figure out later: He clarified his “right-sized target” without getting bogged down in “how” to achieve it, trusting that a big enough goal would automatically guide the right actions.
• Quality questions for action: He asked, “What do I have to do to become the name people think of when it comes to the topic of sales?” His answers included getting 6 billion people to know him, getting a TV show, a radio show, best-selling books, and dominating social media.
• Immediate action despite “impossible” advice: He informed his wife of his intent to get a TV show, and she provided immediate support. He actively hid his idea from potential naysayers.
• Massive action through obscurity: Despite no prior connections to the TV industry and self-published books, he began making 10X moves by contacting everyone he knew in media and publishing. He faced constant pessimism from industry professionals about the difficulty of breaking in.
• Countering economic contraction: During the worst recession, while others cut staff and promotion, Cardone eliminated his own salary to fund 10X activities. He increased advertising, marketing, staff, and his personal output (three books, four new programs, 700 training segments, 600 radio interviews, 150 articles/blogs, thousands of personal calls).

Embracing New Problems and Unreasonable Actions

Cardone highlights how his massive action created new problems, such as being “overbooked” with media appearances after initial PR disappointments. He persisted despite fear and setbacks, constantly reviewing his goals. When offered a CNN Radio interview on Fannie Mae, he said “Yes,” and even when the topic changed to “Levi Johnston and Sarah Palin,” he still did the interview. His goal was not the specific topic, but to get attention and become known. He pushed social media so hard that initial complaints turned into admiration, proving that increasing effort beyond norms transforms critics into supporters.

The TV Show Journey: Commitment and Persistence

His journey to a TV show illustrates numerous 10X principles:

• Unwavering persistence: Despite repeated rejections from agents and managers, he kept pushing.
• Commit first, figure out later: When a casting agent called after seeing a YouTube video, Cardone immediately claimed he’d be in New York that weekend (even though he wasn’t). He adjusted his existing schedule to make it happen, emphasizing control over his time.
• Unreasonable demands: He persuaded a busy producer to give him 10 minutes, leading to an hour-long meeting and gaining support.
• Creating new opportunities: He proactively called retail companies to line up potential subjects for his show before a deal was secured, landing new accounts in the process. When producers told him to “slow down,” he replied, “I can tell you I will—but I won’t.”
• Embracing discomfort and fear: He went to shoot a teaser without a script or clear plan, scared but driven by the knowledge that “Fear is an indicator that you are moving in the right direction.” He took over the Harley showroom, engaging customers, demonstrating his sales methods, and showcasing that “creativity follows commitment.”

The Ultimate Payoff

Cardone’s relentless 10X efforts resulted in not one, but two companies considering his show idea. His pervasive presence (omnipresence) due to massive action impressed them. Even when the New York group hesitated, he kept pushing until they agreed to shoot a teaser. This led to the eventual decision to “start shooting right away” for a TV show, proving that “no economy, no matter how bad, can hold down a goal that is followed by enough action.”

Final Call to Action

Cardone urges readers to understand that his story is a guide for them, not a claim of unique talent. He emphasizes that “Big thinking, massive actions, expansion, and risk taking are necessary for your survival and future growth.” Staying small and quiet leads to obscurity. He has spent 30 years learning, making mistakes, and acting, developing a discipline that allows him to remain unreasonable about his goals. He concludes: “Make your fire so big and so hot that others will have no choice but to sit around it in amazement.” He reminds readers that success is not about intelligence or connections, but about consistent, persistent massive action. “Success is your duty, obligation, and responsibility,” and by thinking and acting at 10X levels, one will create “more success than you have even dreamed of!”