The Big Leap

Imagine you’re on the verge of your greatest dream—only to trip yourself right before crossing the finish line. Many of us do this in small, everyday ways. This section introduces the main idea: we have an internal “Upper Limit” on how much joy and success we’ll allow ourselves to feel. Once we exceed it, we unconsciously sabotage our progress.

This pattern is not about lacking intelligence or drive. Instead, it’s a hidden thermostat set in early childhood, fueled by beliefs about what we deserve. When good times last too long, we find ways to bring ourselves back down. This could be through worry, starting petty conflicts, or suddenly feeling unwell.

Recognizing this Upper Limit Problem is the first step. It means noticing when you’re feeling particularly good, then pausing to see if your mind starts searching for a reason to feel bad. This shift in awareness immediately offers new possibilities for handling setbacks.

From here, you’ll discover that instead of merely getting used to negativity again, you can expand your tolerance for happiness, abundance, and peace. Once you commit to that change, dramatic shifts in vitality, creativity, and even productivity become possible in short order.

Humans often try to maintain a comfortable level of well-being. If life gets too good, old beliefs stir up fear. For instance, you might suddenly worry that someone you love is in danger or recall something you did wrong years ago. The mind seizes these stories so you can slip back under your comfort ceiling.

Every worry becomes a potential trap. When it’s about something you can solve immediately—like leaving the stove on—it’s worth addressing. But most concerns are abstract or beyond your control. In these cases, the worry is simply an Upper Limit symptom: a clever trick to dial down good feelings.

The core idea is that we’re not flawed or cursed. We’ve simply absorbed limiting ideas about how much positivity we ‘deserve.’ By making the unconscious conscious, we can rewrite those outdated scripts. It takes consistent awareness, and sometimes humor, to catch yourself in the act.

Imagine a successful CEO who panics over trivial expenses. The habit of criticizing others for minor spending is really about the CEO’s fear of outshining loved ones or replaying family money dramas. Seen this way, the real solution is exploring what’s behind the fear, not micro-managing toilet paper budgets.