What Entrepreneurs Can Learn from The Science of Getting Rich
Treating your market as a fixed pie you must fight competitors for, rather than a space where genuine value creation expands what's available, is the exact mindset shift Wattles' framework asks you to make first.
The whole book, compressed
This edition works through 4 core lessons — take them one at a time, not all at once.
What's different for your conditions
Tap whichever ones sound like you. Nothing here is sent or saved — it's just for your own noticing.
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The core lessons, applied to you
From competing for a fixed market to creating new value
Believing your success must come at a competitor's direct expense produces defensive, scarcity-driven decisions; treating your role as creating value that didn't exist before opens options that a purely competitive frame forecloses.
A founder spends most of their strategic energy reacting to and undercutting a competitor, rather than building the distinct value that would make the comparison irrelevant.
Name one decision you're currently making mainly in reaction to a competitor, and consider what you'd do instead if you were focused purely on the value you could create.
Holding a definite picture of what you're building
A venture without a clear, specific picture of its intended outcome tends to drift toward whatever opportunity looks urgent that week; holding a definite purpose channels decisions toward an actual destination.
A founder pursues each new opportunity that arises without a clear filter, and the venture ends up scattered across directions that don't build toward any single coherent outcome.
Write your venture's definite purpose in one specific sentence, and check your next three decisions against it.
Acting efficiently in your current position, not waiting for better conditions
Doing your current work as well as possible right now, rather than waiting for more resources or a better position to start, is the practical engine that actually moves a venture forward.
Identify one task you're currently doing at less than your best because you're "waiting for" better resources, and do it as well as you can with what you have today.
Gratitude and conveying genuine momentum
How you talk about your venture, whether with discouragement or a genuine sense of forward movement, shapes both your own outlook and how investors, customers, and hires respond to you.
Being realistic about genuine competitive pressure and focusing on value creation aren't opposites — value creation is often the more effective response to competitive pressure than direct confrontation.
Name one thing, honestly
Name one area where you're currently competing hardest. What would you build instead if you focused purely on creating value no one else offers?
Good. Now look back at the "Try this" line under whichever lesson feels most connected to what you just wrote, and treat that as this week's actual assignment — not all 4 at once.
The practices from this edition
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Run this for seven days
Identify one task you're currently doing at less than your best because you're "waiting for" better resources, and do it as well as you can with what you have today.