Making The Law of Attraction Work For You

By Remez Sasson

The law of attraction is not a new idea. It has always been here from ancient times, and people have always used it. Hunters, who painted scenes of hunting on the walls of caves thousands of years ago, used the law of attraction, as well as modern businessmen, who visualize what they wish to accomplish. You use it too, whenever you think, make plans or daydream.

Books on this subject started to be popular more than a hundred years ago, but the authors of these books did not use the term "the law of attraction". They called it the law of opulence, mental power, mental magic, the power of thoughts or creative visualization. It is the same law, the same power, only with a different name.

Many years ago, William Walker Atkinson, Richard Ingalese, Opheil and many others, have written books on the power of the mind to attract what one thinks about, and these books are still popular and available nowadays at bookstores. Other known authors are Joseph Murphy, Napoleon Hill and Wallace.D.Wattle. Later, Shakti Gawain wrote a book on the subject and popularized the term "Creative Visualization".

All of these books are about what is now termed "The law of attraction". As you see, it is not a new subject, but due to the media, it became a "hot" subject today. If you look around in bookstores, the Internet, TV and the newspapers, you will find many new books and articles on this subject budding every day. This brings to mind the well-known pharse, "there is nothing new under the sun". It is the same subject with a different name.

The message of all these books is that if you keep thinking upon a certain subject, you will ultimately attract it into your life. Thoughts, mental images and feelings can move the subconscious mind and the Universal Mind to act on your behalf and manifest your desires.

This is a most inspiring and elating idea, and this is the reason why so many people are fascinated by what this idea.

The fact is that inspiration and feelings of elation are not enough to make this law work. You need to know what to do and how to proceed; otherwise you will get no results. Just thinking for a little while about what you wish to achieve is not enough, and might lead to disappointment, discouragement and losing of faith in the law of attraction and the powers of the mind, if you don't get immediate results.

Reading books or articles about the law of attraction awaken a sensation of power. The realization that you can transform your life and create success brings excitement and hope, but these feelings can change into disappointment and frustration, if you don't know what to do next.

If you are told that you can create anything you want, but are not provided with the proper guidance and practical instructions, how can you proceed?

It is not enough just to visualize a goal for a few minutes, and then let doubts and disbelief fill your mind for the rest of the day.

It is not enough just to visualize a few times, and then wait for miracles to happen.

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You need to have a strong desire and motivation, and the commitment to do whatever is necessary to achieve your goal.
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You need persistence, concentration, the ability to visualize, and at least some degree of self-discipline.
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You need to learn to recognize opportunity when it appears, and to be willing and ready to take and use this opportunity.
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You need to be willing to act and take the required steps whenever needed, and not just wait for your desires to materialize from thin air or suddenly drop on you from the sky.

In order to take full advantage of the law of attraction you need to know certain rules and follow them. It is true, some people achieve great success, without knowing much or anything about it, but they intuitively use it correctly.

The law of attraction is not a method for getting rich quickly, without doing anything. It requires mental work, focus and visualization, and also the willingness to follow the mental work with any required actions on the physical plane.

This law can manifest your desires in many ways, sometimes obviously and directly, and sometimes in an indirect way, through various steps. Sometimes you might attain your goal in a sudden or miraculous way, and at other times slowly or indirectly, one thing leading to another. People might help you, a new job might come along, an idea might pop up in your mind, or you your intuition might tell you to follow a certain course of action. These are just a few of the many ways, through which this law can help you manifest your desires.

In order to utilize this law consciously and get positive results, you need more than just general information; you need to know exactly how to use it. Some books point the way in a general manner, others are more instructive, and some are detailed. If you search a little and read books on the subject, you will eventually come across a book that offers practical and detailed information and guidance that can really help you.

APPENDIX C: INFORMATION RESOURCES

U.S. Small Business Administration (SBA)

The SBA offers an extensive selection of information on most business management topics, from how to start a business to exporting your products.

This information is listed in The Small Business Directory. For a free copy contact your nearest SBA office.

SBA has offices throughout the country. Consult the U.S. Government section in your telephone directory for the office nearest you. SBA offers a number of programs and services, including training and educational programs, counseling services, financial programs and contract assistance. Ask about

• Service Corps of Retired Executives (SCORE), a national organization sponsored by SBA of over 13,000 volunteer business executives who provide free counseling, workshops and seminars to prospective and existing small business people.
• Small Business Development Centers (SBDCs), sponsored by the SBA in partnership with state and local governments, the educational community and the private sector. They provide assistance, counseling and training to prospective and existing business people.
• Small Business Institutes (SBIs), organized through SBA on more than 500 college campuses nationwide. The institutes provide counseling by students and faculty to small business clients.

For more information about SBA business development programs and services call the SBA Small Business Answer Desk at 1-800-U-ASK-SBA (827-5722).

Other U.S. Government Resources

Many publications on business management and other related topics are available from the Government Printing Office (GPO). GPO bookstores are located in 24 major cities and are listed in the Yellow Pages under the bookstore heading. You can request a Subject Bibliography by writing to Government Printing Office, Superintendent of Documents, Washington, DC 20402-9328.

Many federal agencies offer publications of interest to small businesses. There is a nominal fee for some, but most are free. Below is a selected list of government agencies that provide publications and other services targeted to small businesses. To get their publications, contact the regional offices listed in the telephone directory or write to the addresses below:

Consumer Information Center (CIC), P.O. Box 100, Pueblo, CO 81002. The CIC offers a consumer information catalog of federal publications.

Consumer Product Safety Commission (CPSC), Publications Request, Washington, DC 20207. The CPSC offers guidelines for product safety requirements.

U.S. Department of Agriculture (USDA), 12th Street and Independence Avenue SW, Washington, DC 20250. The USDA offers publications on selling to the USDA. Publications and programs on entrepreneurship are also available through county extension offices nationwide.

U.S. Department of Commerce (DOC), Office of Business Liaison, 14th Street and Constitution Avenue NW, Room 5898C, Washington, DC 20230. DOC's Business Assistance Center provides listings of business opportunities available in the federal government. This service also will refer businesses to different programs and services in the DOC and other federal agencies.

U.S. Department of Health and Human Services (HHS), Public Health Service, Alcohol, Drug Abuse and Mental Health Administration, 5600 Fishers Lane, Rockville, MD 20857. Drug Free Workplace Helpline: 1-800-843-4971. Provides information on Employee Assistance Programs. National Institute for Drug Abuse Hotline: 1-800-662-4357. Provides information on preventing substance abuse in the workplace. The National Clearinghouse for Alcohol and Drug Information: 1-800-729-6686 toll-free. Provides pamphlets and resource materials on substance abuse.

U.S. Department of Labor (DOL), Employment Standards Administration, 200 Constitution Avenue NW, Washington, DC 20210. The DOL offers publications on compliance with labor laws.

U.S. Department of Treasury, Internal Revenue Service (IRS), P.O. Box 25866, Richmond, VA 23260. 1-800-424-3676 The IRS offers information on tax requirements for small businesses.

U.S. Environmental Protection Agency (EPA), Small Business Ombudsman, 401 M Street, SW (A-149C), Washington, DC 20460. 1-800-368-5888 except DC and VA... 703-557-1938 in DC and VA... The EPA offers more than 100 publications designed to help small businesses understand how they can comply with EPA regulations.

U.S. Food and Drug Administration (FDA), FDA Center for Food Safety and Applied Nutrition, 200 Charles Street SW, Washington, DC 20402. The FDA offers information on packaging and labeling requirements for food and food-related products.

For More Information

A librarian can help you locate the specific information you need in reference books. Most libraries have a variety of directories, indexes and encyclopedias that cover many business topics. They also have other resources, such as

• Trade association information -- Ask the librarian to show you a directory of trade associations. Associations provide a valuable network of resources to their members through publications and services such as newsletters, conferences and seminars.
• Books -- Many guidebooks, textbooks and manuals on small business are published annually. To find the names of books not in your local library check Books In Print, a directory of books currently available from publishers.
• Magazine and newspaper articles -- Business and professional magazines provide information that is more current than that found in books and textbooks. There are a number of indexes to help you find specific articles in periodicals.

In addition to books and magazines, many libraries offer free workshops, lend skill-building tapes and have catalogues and brochures describing continuing education opportunities.

APPENDIX B: HOW TO WRITE A BUSINESS PLAN (Pt 2)

VI. Financial documents

These are the records used to show past, current and projected finances. The following are the major documents you will want to include in your business plan. The work is easier if these are done in the order presented.

• Summary of financial needs -- This is an outline indicating why you are applying for a loan and how much you need.
• Sources and uses of funds statement -- It will be necessary for you to tell how you intend to disperse the loan funds. Back up your statement with supporting data.
• Cash flow statement (budget) -- This document projects what your business plan means in terms of dollars. It shows cash inflow and outflow over a period of time and is used for internal planning.
• Cash flow statements show both how much and when cash must flow in and out of your business.
• Three-year income projection -- A pro forma income statement showing your projections for your company for the next three years. Use the pro forma cash flow statement for the first year's figures and project the next according to economic and industry trends.
• Break-even analysis -- The break-even point is when a company's expenses exactly match the sales or service volume. It can be expressed in total dollars or revenue exactly offset by total expenses or total units of production (cost of which exactly equals the income derived by their sales). This analysis can be done either mathematically or graphically.

Note: The following are actual performance statements reflecting the activity of your business in the past. If you are a new business owner your financial section will end here and you will add a personal financial history. If you are an established business you will include the actual performance statements that follow.

• Balance sheet -- Shows the condition of the business as of a fixed date. It is a picture of your firm's financial condition at a particular moment and will show you whether your financial position is strong or weak. It is usually done at the close of an accounting period and contains assets liabilities and net worth.
• Income (profit and loss) statement -- Shows your business financial activity over a period of time (monthly annually). It is a moving picture showing what has happened in your business and is an excellent tool for assessing your business. Your ledger is closed and balanced and the revenue and expense totals transferred to this statement.
• Business financial history -- This is a summary of financial information about your company from its start to the present. The business financial history and loan application are usually the same. If you have completed the rest of the financial section you should be able to transfer all the needed information to this document.

VII. Supporting documents

These are the records that back up the statements and decisions made in the three main parts of your business plan. Those most commonly included are as follows:

• Personal resumes -- Should be limited to one page and include work history educational background professional affiliations and honors and special skills.
• Personal financial statement -- A statement of personal assets and liabilities. For a new business owner this will be part of your financial section.
• Credit reports -- Business and personal from suppliers or wholesalers credit bureaus and banks.
• Copies of leases -- All agreements currently in force between your company and a leasing agency.
• Letters of reference -- Letters recommending you as being a reputable and reliable business person worthy of being considered a good risk. (Include both business and personal references.)
• Contracts -- Include all business contracts both completed and currently in force.
• Legal documents -- All legal papers pertaining to your legal structure proprietary rights insurance titles etc.
• Miscellaneous documents -- All other documents that have been referred to but are not included in the main body of the plan (e.g. location plans demographics advertising plan etc.).

Putting Your Plan Together

When you are finished: Your business plan should look professional, but the lender needs to know that it was done by you. A business plan will be the best indicator he or she has to judge your potential for success. It should be no more than 30 to 40 pages long. Include only the supporting documents that will be of immediate interest to your potential lender. Keep the others in your own copy where they will be available on short notice. Have copies of your plan bound at your local print shop, or with a blue, black or brown cover purchased from the stationery store. Make copies for yourself and each lender you wish to approach. Do not give out too many copies at once, and keep track of each copy. If your loan is refused, be sure to retrieve your business plan. For a more detailed explanation of each section of the business plan outline, see SBA's publication, How to Write a Business Plan, which includes step-by-step directions and sample sections of actual business plans. Also available from the SBA is a VHS videotape and workbook, The Business Plan: Your Roadmap for Success.

APPENDIX B: HOW TO WRITE A BUSINESS PLAN (Pt 1)

The following pages provide a suggested outline of the material that should be included in your business plan. Your final plan may vary according to your needs or because of the individual requirements of your lender.

What Are the Benefits?

Every business can benefit from the preparation of a carefully written plan. There are two main purposes for writing that plan:

1. To serve as a guide during the lifetime of the business. It is the blueprint of your business and will provide you with the tools for analysis and change.
2. A business plan is a requirement if you are planning to seek a loan. It will provide potential lenders with detailed information on all aspects of your company's past and current operations and provide future projections.

Business Plan Outline

I. Cover sheet

Serves as the title page of your business plan. It should contain the following:

• Name of the company
• Company address
• Company phone number (include area code)
• Logo (if you have one)
• Names titles addresses phone numbers (include area code) of owners
• Month and year your plan was issued
• Name of preparer

II. Statement of purpose

(Same as executive summary.) This is the thesis statement and includes business plan objectives. Use the key words (who, what, where, when, why, how, and how much) to briefly tell about the following:

• What your company is (also who what where and when).
• What your objectives are.
• If you need a loan why you need it.
• How much you need.
• Why you will be successful.
• How and when you plan to repay your loan.

III. Table of contents

A page listing the major topics and references.

IV. The business

Covers the details of your business. Include information about your industry in general, and your business in particular. Address the following:

• Legal structure -- Tell what legal structure you have chosen and state reasons for your choice.
• Description of the business -- Detail your business. Tell about your history present status and future projections. Outline your product or service in terms of marketability. Project a sense of what you expect to accomplish in the next few years.
• Products or services -- Give a detailed description of your products from raw materials to finished items. Tell about your manufacturing process. If you provide a service tell what it is how it is provided and why it is unique. List future products or services you plan to provide.
• Location -- Describe site and why it was chosen. (If location is important to your marketing plan focus on this in the marketing section below.)
• Management -- Describe who is behind the business. For each owner tell about responsibilities and abilities. Support with resumes.
• Personnel -- Who will be doing the work why are they qualified what is their wage what are their responsibilities?
• Methods of record keeping -- What accounting system will you use? Who will do your record keeping? Do you have a plan to help you use your records in analyzing your business?
• Insurance -- What kinds of insurance will you need? What will these cost and who will you use for a carrier?
• Security -- Address security in terms of inventory control and theft of information.

V. Marketing

Covers the details of your marketing plan. Include information about the total market with emphasis on your target market. Identify your customers and tell about the means to make your product or service available to them.

• Target market -- Identify characteristics of your customers. Tell how you arrived at your results. Back up information with demographics questionnaires and surveys. Project size of your market.
• Competition -- Evaluate indirect and direct competition. Show how you can compete. Evaluate competition in terms of location market and business history.
• Methods of distribution -- Tell about the manner in which products and services will be made available to the customer. Back up decisions with statistical reports rate sheets etc.
• Advertising -- How will your advertising be tailored to your target market? Include rate sheets promotional material and time lines for your advertising campaign.
• Pricing -- Pricing will be determined as a result of market research and costing your product or service. Tell how you arrived at your pricing structure and back it up with materials from your research.
• Product design -- Answer key questions regarding product design and packaging. Include graphics and proprietary rights information.
• Timing of market entry -- Tell when you plan to enter the market and how you arrived at your decision.
• Location -- If your choice of location is related to target market cover it in this section of your business plan. (See location in the business section of this outline.)
• Industry trends -- Give current trends project how the market may change and what you plan to do to keep up.

APPENDIX A: SELF-ASSESSMENT QUESTIONNAIRE

_____ Have you developed a clear sense of direction or mission?
_____ Have you clearly defined the nature of your business?
_____ Do you have a clear philosophy for conducting your business affairs?
_____ Are your business goals obtainable?
_____ Are your objectives logically related in a hierarchy that will lead to goal achievement?
_____ Are your objectives clear,, measurable and tied to goal achievement?
_____ Do you periodically reevaluate your objectives to be sure they have not grown obsolete?
_____ Have you developed a logical and planned approach for collecting data on your environment?
_____ Are data stored or filed in ways that allow easy retrieval of useful information?
_____ Are reports produced that are seldom or never used?
_____ Do you periodically review your information system to make certain it is useful and up-to-date?
_____ Can you list four or five key strengths of your business?
_____ Are you aware of key weaknesses in your business?
_____ In developing your final strategy, did you consider three or four possible alternatives?
_____ Are you involving your employees in planning decisions?
_____ Did you take time to communicate the final plan to employees and deal with their concerns?
_____ Is your timetable for implementation of the plan realistic?
_____ Have you scheduled definite checkpoints for assessing progress toward goals?
_____ Have you developed effective ways of measuring progress?

SUMMARY / REFERENCES

SUMMARY

Strategic planning has become more important to business managers because technology and competition have made the business environment less stable and less predictable. If you are to survive and prosper, you should take the time to identify the niches in which you are most likely to succeed and to identify the resource demands that must be met. In larger businesses the steps outlined in this publication may be carried out by teams of experts or may involve the interplay of ideas among hundreds, even thousands, of managers. These guidelines are equally applicable to the entrepreneur sitting down with several key employees to discuss what can be achieved in the next two to three years, and what it will cost. The amount of time spent on each step and the resources devoted to this process will vary greatly from business to business, but it is vital to understand and employ these steps. The questions in Appendix A will help you recall the steps involved in developing a strategic plan.
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REFERENCES

Glueck, William, and Lawrence Jauch. Business Policy and Strategic Management. New York: McGraw-Hill, 1984.

Hisrich, Robert D., and Michael P. Peters. Entrepreneurship: Starting, Developing, and Managing a New Enterprise. Homewood, IL: BPI/Irwin, 1989.

Miner, John B. Theories of Organizational Structure and Process.Chicago, IL: Dryden, 1982.

Pierce, John A., and Richard B. Robinson, Jr. Strategic Management: Strategy Formulation and Implementation. Homewood, IL: Richard D. Irwin, 1985.

Robey, Daniel. Designing Organizations: A Macro Perspective.Homewood, IL: Richard D. Irwin, 1982.

Rue, Leslie, and Lloyd L. Byars. Management: Theory andApplication. Homewood, IL: Richard D. Irwin, 1983.

Worth, Barry. Being an Entrepreneur in Today's SophisticatedEnvironment. St. Louis Business Journal (Dec. 25<196>31, 1989): 5A.

IMPLEMENTING THE STRATEGY

Implementation is usually thought of as something you do at the end of the strategic planning process. Okay, now we have this strategic plan; let's do it. If you think about what has been discussed in this publication, it becomes apparent that you will be considering the practical problems of implementation throughout the planning process. Frequently, a suggested alternative will be rejected because it would be difficult to implement. Or a preferred approach to marketing or production would be beyond the financial means of you or your investors.

The two primary issues that need to be considered in the final implementation process are communication and scheduling. Successfully implementing a plan depends on effective communication. Employee resistance often can be reduced, if not eliminated, if plans are openly presented and concerns are dealt with up front. In addition, to carry out new policies and procedures effectively, employees need to have a clear understanding of what is happening and what is expected of them. Better informed employees are more likely to do as you instruct them, thereby reducing the need for complex and costly control systems.

One key element in effective communication is involving your employees -- those who must carry out the plan -- as much as possible in the actual planning process. People who are involved in planning will have a solid grasp of the plan and their part in it when it is implemented. If employees are genuinely involved in the process, they are more likely to accept the result as a plan they helped develop. This result is often referred to as ownership.

Successful implementation also depends on a realistic schedule for the transition. It is too easy to assume away the difficulties of a major change and to anticipate that everything will be on track and running smoothly. How many times have you seen a news report about schedule and cost overruns on a government project? This kind of error can be disastrous if you are working within tight margins that can be quickly eradicated when costs and sales don't reach expectations on time. Realistic schedules require that you factor in training time, periods of low productivity, increased error rates and slowdowns as you correct organizational oversights. Schedules also should include planned checkpoints for carefully assessing progress toward full implementation.

Every business needs to develop systems for measuring and controlling progress toward strategic goals; no matter how loyal your employees or how strong the camaraderie, individual and organizational goals are not always the same. Three features distinguish effective control systems from ineffective systems.

• Standards -- These are your specific operative goals. The need to carefully set clear and measurable goals was emphasized earlier. (The processes of planning and controlling are most closely related for this reason.) Cautiously interpret how well your business performs relative to your goals. It is too easy to assume that, if you are not meeting your goals, the business simply is falling short. You also must reassess your original goals. Are the goals reasonable? Is it possible that you overestimated the firm's capabilities? Has something changed in the environment -- a new law, a new competitor, an economic downturn -- that has completely changed the playing field? If, for whatever reason, your goals are now too high, your employees, if forced to continue to pursue them, will become exasperated rather than motivated.
• Measurement -- Control systems must include quantifiable measures for monitoring performance. The lack of effective measurement systems is where control systems often fail. If you can set performance standards for profits and units produced, if you can tie standards directly to the goals of the plan, then building an effective measurement system is less difficult. Unfortunately, there are many tasks, particularly in management, that are difficult to assess. The output of these tasks, while critical to the overall success of the plan, is not usually measurable in clear units. Payoffs often only come after a long interval.
• Corrective measures -- Corrective actions must be carefully directed at the cause of discrepancies between planned and actual results, and the cause of problems is often very difficult to identify. It is fairly easy, for example, to blame an individual worker for goal failures. However, in complex business systems, where labor and sophisticated technology interact, production systems require careful coordination by managers who must deal with vast amounts of information. In the modern business world, it is becoming harder to identify the source of problems with one agent.

In setting up an effective control system, you need to make five key design decisions:

• Will you use behavior or output controls? As noted earlier, output controls are easier to develop if they can be directly related to the goal. Unfortunately, for many jobs, output controls don't make sense because of the indirect link between day-to-day work and long-term output.
• Do you have adequate means of measuring progress? Frequently, it is wise to use multiple measures of job and organization performance. Too many standards, however, can become cumbersome and costly.
• Have you properly focused your controls? As noted earlier, interdependencies between various tasks, technologies and phases of the production system can be quite significant. If your target of control is too narrow (e.g., The guy just isn't willing to make a reasonable effort.), you may be missing a more complex situation and find that your remedies don't really work.
• Have you determined proper intervals between assessments? You need to find a happy medium in this area. It might seem ideal to continually monitor fulfillment of the plan -- and information technologies do, in fact, enable you to do this in some situations. The cost of frequent measurements can, nevertheless, become prohibitive.
• Should you reward or punish to correct discrepancies? Both of these usually are used. However, overuse of punishment can lead to negative feelings and, eventually, failure to meet goals. Additionally, negative controls -- punishment systems -- require much more time to administer. This is because you constantly need to watch for deviations from desired behaviors if you are to catch and effectively punish offenders. A reward system, on the other hand, links appropriate actions to rewards, increasing the likelihood that you will observe positive contributions without the need for careful or frequent monitoring of day-to-day activities.

As you can see, control, like implementation, cannot be treated as an afterthought if you are to be successful in whatever strategy you choose. The standards are determined early in the strategic planning process as you set clear operative goals.Effective measurement and correction systems are crucial if you hope to encourage consistent performance that will lead to the realization of your strategic goals.