from Diane M. Hoffmann

How would you like to be a person who had earned your credibility through writing 35 books and producing more than 300 audio and video learning programs for individuals and corporations,in 22 languages?

How would you like to be one of top professional speakers and seminar leaders in world? Someone who has worked with more than 1000 companies in 25 years, addressing more than 250,000 people each year in every U.S. state, across Canada, and in 23 other countries?

And on top of it, you were president of an international human resources firm based in a top city in US, attracting audiences as large as 20,000 people, to hear you talk on Strategy, Leadership, Management, Sales and Personal Success...

And while you journeyed getting there, you found out about causes and cures of all our problems and what people can do to save American Dream... how would you like to be that person?

And more importantly, what would you do about it?

Well there is such a man and he is eager to share with you what he has done with it. His name is Brian Tracy. His website is **www.briantracy.com** and his direct link is at end of book.

While this concept may not be a secret to you, overwhelming percentage of people who actually apply this principle is staggeringly low. In fact, less than one percent of population actually work according to this unspoken rule.

Is it any coincidence then, that a corresponding one percent of American population control more than 80% of wealth (and pay more than 60% of taxes)?

In order to achieve level of financial success you aspire to, whether it's to be a millionaire or a multimillionaire, you must be willing to do things you've never done before.

Start by thinking differently than you've ever thought before. This also means thinking starkly different than majority of people you know.

Ah, yes, this is where it becomes more challenging to implement, right?

While this article title, Who wants to be a Millionaire, may have caught attention of a majority of people, it's entrepreneurial mind that is most likely to implement this secret to success.

That's because entrepreneur is willing to do things radically different than what currently exists. She's willing to go out on a limb, take a risk, and perhaps admit she doesn't know as much as she'd like to. She realizes that this is first step to increasing her knowledge level, and in so doing, she will reach another level of success.

Do you have truth-accepting, leadership-mindset or ego-driven, follower mindset?

Let's look at following case studies of two different people who bought same type of franchise business, with all things being equal — except business owners. See which person you identify with.

Determine whose strategy you'd be more likely to implement. Business Owner #1, or Business Owner #2. This will give you a hint as to what you need to put into place to reach level you seek.

Case Study #1: Business Owner #1, Vera Truthe, thoroughly researched franchise opportunity before she invested her own money into purchase of business.

While Vera was already successful running a similar business of her own, she knew that this more established business, filled with systems to automate everything from managing staff to filling work orders, was going to accelerate her success in reaching her financial goals.

Vera's success strategy: Admitting she didn't know everything she needed to know to run a million-dollar business, she hired a business coach who gave her insight, strategies, tips and accelerated knowledge that she could immediately implement.

Devouring every book coach recommended, attending seminars to develop her leadership skills, and participating in teleclasses to improve her communication and negotiation prowess, Vera quickly advanced her knowledge level, and therefore, was effective in doing things differently in this new million-dollar business she just took over.

She happily invested in additional equipment, and realized how important her team was in overall success of company. No longer did she rely on doing everything herself like she used to do in her mom-and-pop business.

Instead, she learned precisely how to motivate and connect with each and every team member to fully understand and appreciate what they brought to table, in order to give them tools they needed to do their jobs effectively.

She used a battery of assessments to determine each person's strengths in order to ensure their full potential was reached in their position. Realizing that although adding an additional person to administrative team would "cost" her more, work responsibilities required it. Another team member would ensure her customers would be served quickly and attentively with utmost attention they were used to.

She adopted perspective that, in long run, this extra team member would raise overall profitability of company — not to mention that, this person would allow her to have a life while running business so she could take necessary vacations to keep her energy level high.

In end ... Vera enjoyed an extremely profitable, automated, systems-driven business, while enjoying time off to spend with family and friends. Her team was thrilled to work with her, expressing loyalty and commitment to grow with her every year.

Her team continues to learn new and better ways to do things, and their mission is to always improve and to accept change as a constant.

----------------------------------------- Case Study #2: Business Owner #2, Egor Egoiste, saw an amazing franchise opportunity that looked as though it would solve all his current problems in business he was not-so-successfully running at time.

It was just answer he needed! A turn-key million-dollar business, already established with a brand that was unsurpassed in industry. Finally, he thought, he could relax a little and not work so hard.

Egor's "success" strategy: Egor figured that all he needed to do was raise capital to invest in franchise. Since he was already in debt, he figured all he had was a "money issue" and that's why his current business wasn't running as successfully as it could be, compared to guys who had money to run business.