Senge argues that organizational learning relies on individual learning and quotes Kyocera founder Kazuo Inamori and former Hanover chief executive officer (CEO) Bill O’Brien, who stressed encouraging employees to explore their subconscious minds and serve the world and helping employees work toward self-actualization, respectively, before their retirements. Senge notes that both leaders helped their companies rise to economic success through their work in Personal Mastery, and also quotes Henry Ford, who says that spiritual insight is important in supporting and growing a system. Senge then states the innate human desire to create makes Personal Mastery possible. The two keys to Personal Mastery involve realizing and pursuing an internal vision and understanding the true external reality around people. This work toward Personal Mastery never ends, with the person always growing and learning throughout their life. Senge acknowledges those who do not understand the ideas of Personal Mastery because of coming from a more materialistic culture, idealistic people who have grown cynical, and those who worry about the effects on an established organization.

Senge then focuses on the practice of Personal Mastery. It requires a personal vision supported by a purpose that guides the person toward it.