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How To Win Friends and Influence People

How To Win Friends and Influence People

Автором Dale Carnegie

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How To Win Friends and Influence People

Автором Dale Carnegie

4/5 (1,138 оценки)
324 pages
5 hours
Aug 24, 2010

Примечание редактора

The definitive guide…

Several decades in print & millions of copies sold, this timeless book is packed with ever-relevant advice on building successful relationships, be they business or personal.


From Scribd: About the Book

The bible of being well-liked, this classic continues to inspire readers to use social graces to get ahead in life.

Perpetually timeless, How to Win Friends and Influence People is filled with tips, including:
  • How to go after the job you've been desiring and get it.
  • Or, how to take your current job and improve it.
  • How to make sure you leave a good impression, whether on a potential boss or on an acquaintance

Carnegie delivers a rock-solid approach filled with time-tested advice. His strategies have been carrying people up corporate ladders, enhancing their relationships, and making them all around more successful since the book was first published.

This book is one of the most groundbreaking "self-help" bestselling books of all time. With over 15 million copies sold, it is no surprise that many people claim this book changed their lives, and there is no reason you shouldn't be someone who also enjoys the success this book can teach you.
Aug 24, 2010

Об авторе

DALE CARNEGIE was a bestselling author, lecturer, actor and the founder of the Dale Carnegie Institute. The son of a farmer, Carnegie was born in 1888 in Maryville, Missouri. After graduating from teachers’ college, he worked as a salesman and an actor before he started teaching public speaking courses in New York City. His lectures became the basis for How to Win Friends and Influence People, which has been published in over thirty languages. Carnegie died of Hodgkin’s disease in 1955.

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How To Win Friends and Influence People - Dale Carnegie


Title page

This book is dedicated to a man

who doesn’t need to read it—

my cherished friend




by Dorothy Carnegie

How This Book Was Written—and Why

by Dale Carnegie

Nine Suggestions on How to Get the Most Out of This Book


Fundamental Techniques in Handling People

1: If You Want to Gather Honey, Don’t Kick Over the Beehive

2: The Big Secret of Dealing with People

3: He Who Can Do This Has the Whole World with Him. He Who Cannot Walks a Lonely Way


Six Ways to Make People Like You

1: Do This and You’ll Be Welcome Anywhere

2: A Simple Way to Make a Good First Impression

3: If You Don’t Do This, You Are Headed for Trouble

4: An Easy Way to Become a Good Conversationalist

5: How to Interest People

6: How to Make People Like You Instantly


How to Win People to Your Way of Thinking

1: You Can’t Win an Argument

2: A Sure Way of Making Enemies—and How to Avoid It

3: If You’re Wrong, Admit It

4: A Drop of Honey

5: The Secret of Socrates

6: The Safety Valve in Handling Complaints

7: How to Get Cooperation

8: A Formula That Will Work Wonders for You

9: What Everybody Wants

10: An Appeal That Everybody Likes

11: The Movies Do It. TV Does It. Why Don’t You Do It?

12: When Nothing Else Works, Try This


Be a Leader: How to Change People Without Giving Offense or Arousing Resentment

1: If You Must Find Fault, This Is the Way to Begin

2: How to Criticize—and Not Be Hated for It

3: Talk About Your Own Mistakes First

4: No One Likes to Take Orders

5: Let the Other Person Save Face

6: How to Spur People On to Success

7: Give a Dog a Good Name

8: Make the Fault Seem Easy to Correct

9: Making People Glad to Do What You Want

A Shortcut to Distinction

by Lowell Thomas

About Dale Carnegie Training



How to Win Friends and Influence People was first published in 1937 in an edition of only five thousand copies. Neither Dale Carnegie nor the publishers, Simon and Schuster, anticipated more than this modest sale. To their amazement, the book became an overnight sensation, and edition after edition rolled off the presses to keep up with the increasing public demand. How to Win Friends and Influence People took its place in publishing history as one of the all-time international best-sellers. It touched a nerve and filled a human need that was more than a faddish phenomenon of post-Depression days, as evidenced by its continued and uninterrupted sales into the eighties, almost half a century later.

Dale Carnegie used to say that it was easier to make a million dollars than to put a phrase into the English language. How to Win Friends and Influence People became such a phrase: quoted, paraphrased, parodied; used in innumerable contexts, from political cartoons to novels. The book itself was translated into almost every known written language. Each generation has discovered it anew and has found it relevant.

Which brings us to the logical question: Why revise a book that has proven and continues to prove its vigorous and universal appeal? Why tamper with success?

To answer that, we must realize that Dale Carnegie himself was a tireless reviser of his own work during his lifetime. How to Win Friends and Influence People was written to be used as a textbook for his courses in Effective Speaking and Human Relations and is still used in those courses today. Until his death in 1955 he constantly improved and revised the course itself to make it applicable to the evolving needs of an ever-growing public. No one was more sensitive to the changing currents of present-day life than Dale Carnegie. He constantly improved and refined his methods of teaching; he updated his book on effective speaking several times. Had he lived longer, he himself would have revised How to Win Friends and Influence People to better reflect the changes that have taken place in the world since the thirties.

Many of the names of prominent people in the book, well known at the time of first publication, are no longer recognized by many of today’s readers. Certain examples and phrases seem as quaint and dated in our social climate as those in a Victorian novel. The important message and overall impact of the book is weakened to that extent.

Our purpose, therefore, in this revision is to clarify and strengthen the book for a modern reader without tampering with the content. We have not changed How to Win Friends and Influence People except to make a few excisions and add a few more contemporary examples. The brash, breezy Carnegie style is intact—even the thirties slang is still there. Dale Carnegie wrote as he spoke, in an intensively exuberant, colloquial, conversational manner.

So his voice still speaks as forcefully as ever, in the book and in his work. Thousands of people all over the world are being trained in Carnegie courses in increasing numbers each year. And other thousands are reading and studying How to Win Friends and Influence People and being inspired to use its principles to better their lives. To all of them we offer this revision in the spirit of the honing and polishing of a finely made tool.

Dorothy Carnegie

(Mrs. Dale Carnegie), 1981

How This Book Was Written—and Why

During the first thirty-five years of the twentieth century, the publishing houses of America printed more than a fifth of a million different books. Most of them were deadly dull, and many were financial failures. Many, did I say? The president of one of the largest publishing houses in the world confessed to me that his company, after seventy-five years of publishing experience, still lost money on seven out of every eight books it published.

Why, then, did I have the temerity to write another book? And, after I had written it, why should you bother to read it?

Fair questions, both; and I’ll try to answer them.

I have, since 1912, been conducting educational courses for business and professional men and women in New York. At first, I conducted courses in public speaking only—courses designed to train adults, by actual experience, to think on their feet and express their ideas with more clarity, more effectiveness and more poise, both in business interviews and before groups.

But gradually, as the seasons passed, I realized that as sorely as these adults needed training in effective speaking, they needed still more training in the fine art of getting along with people in everyday business and social contacts.

I also gradually realized that I was sorely in need of such training myself. As I look back across the years, I am appalled at my own frequent lack of finesse and understanding. How I wish a book such as this had been placed in my hands twenty years ago! What a priceless boon it would have been.

Dealing with people is probably the biggest problem you face, especially if you are in business. Yes, and that is also true if you are a housewife, architect or engineer. Research done a few years ago under the auspices of the Carnegie Foundation for the Advancement of Teaching uncovered a most important and significant fact—a fact later confirmed by additional studies made at the Carnegie Institute of Technology. These investigations revealed that even in such technical lines as engineering, about 15 percent of one’s financial success is due to one’s technical knowledge and about 85 percent is due to skill in human engineering—to personality and the ability to lead people.

For many years, I conducted courses each season at the Engineers’ Club of Philadelphia, and also courses for the New York chapter of the American Institute of Electrical Engineers. A total of probably more than fifteen hundred engineers have passed through my classes. They came to me because they had finally realized, after years of observation and experience, that the highest-paid personnel in engineering are frequently not those who know the most about engineering. One can, for example, hire mere technical ability in engineering, accountancy, architecture or any other profession at nominal salaries. But the person who has technical knowledge plus the ability to express ideas, to assume leadership, and to arouse enthusiasm among people—that person is headed for higher earning power.

In the heyday of his activity, John D. Rockefeller said that the ability to deal with people is as purchasable a commodity as sugar or coffee. And I will pay more for that ability, said John D., than for any other under the sun.

Wouldn’t you suppose that every college in the land would conduct courses to develop the highest-priced ability under the sun? But if there is just one practical, commonsense course of that kind given for adults in even one college in the land, it has escaped my attention up to the present writing.

The University of Chicago and the United Y.M.C.A. Schools conducted a survey to determine what adults want to study. That survey cost $25,000 and took two years. The last part of the survey was made in Meriden, Connecticut. It had been chosen as a typical American town. Every adult in Meriden was interviewed and requested to answer 156 questions—questions such as What is your business or profession? Your education? How do you spend your spare time? What is your income? Your hobbies? Your ambitions? Your problems? What subjects are you most interested in studying?, and so on. That survey revealed that health is the prime interest of adults—and that their second interest is people: how to understand and get along with people; how to make people like you; and how to win others to your way of thinking.

So the committee conducting this survey resolved to conduct such a course for adults in Meriden. They searched diligently for a practical textbook on the subject and found—not one. Finally they approached one of the world’s outstanding authorities on adult education and asked him if he knew of any book that met the needs of this group. No, he replied, I know what those adults want. But the book they need has never been written.

I knew from experience that this statement was true, for I myself had been searching for years to discover a practical, working handbook on human relations.

Since no such book existed, I have tried to write one for use in my own courses. And here it is. I hope you like it.

In preparation for this book, I read everything that I could find on the subject—everything from newspaper columns, magazine articles, records of the family courts, the writings of the old philosophers and the new psychologists. In addition, I hired a trained researcher to spend one and a half years in various libraries reading everything I had missed, plowing through erudite tomes on psychology, poring over hundreds of magazine articles, searching through countless biographies, trying to ascertain how the great leaders of all ages had dealt with people. We read their biographies. We read the life stories of all great leaders from Julius Caesar to Thomas Edison. I recall that we read over one hundred biographies of Theodore Roosevelt alone. We were determined to spare no time, no expense, to discover every practical idea that anyone had ever used throughout the ages for winning friends and influencing people.

I personally interviewed scores of successful people, some of them world-famous—inventors like Marconi and Edison; political leaders like Franklin D. Roosevelt and James Farley; business leaders like Owen D. Young; movie stars like Clark Gable and Mary Pickford; and explorers like Martin Johnson—and tried to discover the techniques they used in human relations.

From all this material, I prepared a short talk. I called it How to Win Friends and Influence People. I say short. It was short in the beginning, but it soon expanded to a lecture that consumed one hour and thirty minutes. For years, I gave this talk each season to the adults in the Carnegie Institute courses in New York.

I gave the talk and urged the listeners to go out and test it in their business and social contacts, and then come back to class and speak about their experiences and the results they had achieved. What an interesting assignment! These men and women, hungry for self-improvement, were fascinated by the idea of working in a new kind of laboratory—the first and only laboratory of human relationships for adults that had ever existed.

This book wasn’t written in the usual sense of the word. It grew as a child grows. It grew and developed out of that laboratory, out of the experiences of thousands of adults.

Years ago, we started with a set of rules printed on a card no larger than a postcard. The next season we printed a larger card, then a leaflet, then a series of booklets, each one expanding in size and scope. After fifteen years of experiment and research came this book.

The rules we have set down here are not mere theories or guesswork. They work like magic. Incredible as it sounds, I have seen the application of these principles literally revolutionize the lives of many people.

To illustrate: A man with 314 employees joined one of these courses. For years, he had driven and criticized and condemned his employees without stint or discretion. Kindness, words of appreciation and encouragement were alien to his lips. After studying the principles discussed in this book, this employer sharply altered his philosophy of life. His organization is now inspired with a new loyalty, a new enthusiasm, a new spirit of teamwork. Three hundred and fourteen enemies have been turned into 314 friends. As he proudly said in a speech before the class: When I used to walk through my establishment, no one greeted me. My employees actually looked the other way when they saw me approaching. But now they are all my friends and even the janitor calls me by my first name.

This employer gained more profit; more leisure and—what is infinitely more important—he found far more happiness in his business and in his home.

Countless numbers of salespeople have sharply increased their sales by the use of these principles. Many have opened up new accounts—accounts that they had formerly solicited in vain. Executives have been given increased authority, increased pay. One executive reported a large increase in salary because he applied these truths. Another, an executive in the Philadelphia Gas Works Company, was slated for demotion when he was sixty-five because of his belligerence, because of his inability to lead people skillfully. This training not only saved him from the demotion but brought him a promotion with increased pay.

On innumerable occasions, spouses attending the banquet given at the end of the course have told me that their homes have been much happier since their husbands or wives started this training.

People are frequently astonished at the new results they achieve. It all seems like magic. In some cases, in their enthusiasm, they have telephoned me at my home on Sundays because they couldn’t wait forty-eight hours to report their achievements at the regular session of the course.

One man was so stirred by a talk on these principles that he sat far into the night discussing them with other members of the class. At three o’clock in the morning, the others went home. But he was so shaken by a realization of his own mistakes, so inspired by the vista of a new and richer world opening before him, that he was unable to sleep. He didn’t sleep that night or the next day or the next night.

Who was he? A naïve, untrained individual ready to gush over any new theory that came along? No. Far from it. He was a sophisticated, blasé dealer in art, very much the man about town, who spoke three languages fluently and was a graduate of two European universities.

While writing this chapter, I received a letter from a German of the old school, an aristocrat whose forebears had served for generations as professional army officers under the Hohenzollerns. His letter, written from a transatlantic steamer, telling about the application of these principles, rose almost to a religious fervor.

Another man—an old New Yorker, a Harvard graduate, a wealthy man, the owner of a large carpet factory—declared he had learned more in fourteen weeks through this system of training about the fine art of influencing people than he had learned about the same subject during his four years in college. Absurd? Laughable? Fantastic? Of course, you are privileged to dismiss this statement with whatever adjective you wish. I am merely reporting, without comment, a declaration made by a conservative and eminently successful Harvard graduate in a public address to approximately six hundred people at the Yale Club in New York on the evening of Thursday, February 23, 1933.

Compared to what we ought to be, said the famous Professor William James of Harvard, compared to what we ought to be, we are only half awake. We are making use of only a small part of our physical and mental resources. Stating the thing broadly, the human individual thus lives far within his limits. He possesses powers of various sorts which he habitually fails to use.

Those powers which you habitually fail to use! The sole purpose of this book is to help you discover, develop and profit by those dormant and unused assets.

Education, said Dr. John G. Hibben, former president of Princeton University, is the ability to meet life’s situations.

If by the time you have finished reading the first three chapters of this book—if you aren’t then a little better equipped to meet life’s situations, then I shall consider this book to be a total failure so far as you are concerned. For the great aim of education, said Herbert Spencer, is not knowledge but action.

And this is an action book.

Dale Carnegie, 1936

Nine Suggestions on How to Get the Most Out of This Book

1. If you wish to get the most out of this book, there is one indispensable requirement, one essential infinitely more important than any rule or technique. Unless you have this one fundamental requisite, a thousand rules on how to study will avail little. And if you do have this cardinal endowment, then you can achieve wonders without reading any suggestions for getting the most out of a book.

What is this magic requirement? Just this: a deep, driving desire to learn, a vigorous determination to increase your ability to deal with people.

How can you develop such an urge? By constantly reminding yourself how important these principles are to you. Picture to yourself how their mastery will aid you in leading a richer, fuller, happier and more fulfilling life. Say to yourself over and over: My popularity, my happiness and sense of worth depend to no small extent upon my skill in dealing with people.

2. Read each chapter rapidly at first to get a bird’s-eye view of it. You will probably be tempted then to rush on to the next one. But don’t—unless you are reading merely for entertainment. But if you are reading because you want to increase your skill in human relations, then go back and reread each chapter thoroughly. In the long run, this will mean saving time and getting results.

3. Stop frequently in your reading to think over what you are reading. Ask yourself just how and when you can apply each suggestion.

4. Read with a crayon, pencil, pen, magic marker or highlighter in your hand. When you come across a suggestion that you feel you can use, draw a line beside it. If it is a four-star suggestion, then underscore every sentence or highlight it, or mark it with ****. Marking and underscoring a book makes it more interesting and far easier to review rapidly.

5. I knew a woman who had been office manager for a large insurance concern for fifteen years. Every month, she read all the insurance contracts her company had issued that month. Yes, she read many of the same contracts over month after month, year after year. Why? Because experience had taught her that that was the only way she could keep their provisions clearly in mind.

I once spent almost two years writing a book on public speaking and yet I found I had to keep going back over it from time to time in order to remember what I had written in my own book. The rapidity with which we forget is astonishing.

So, if you want to get a real, lasting benefit out of this book, don’t imagine that skimming through it once will suffice. After reading it thoroughly, you ought to spend a few hours reviewing it every month. Keep it on your desk in front of you every day. Glance through it often. Keep constantly impressing yourself with the rich possibilities for improvement that still lie in the offing. Remember that the use of these principles can be made habitual only by a constant and vigorous campaign of review and application. There is no other way.

6. Bernard Shaw once remarked: If you teach a man anything, he will never learn. Shaw was right. Learning is an active process. We learn by doing. So, if you desire to master the principles you are studying in this book, do something about them. Apply these rules at every opportunity. If you don’t you will forget them quickly. Only knowledge that is used sticks in your mind.

You will probably find it difficult to apply these suggestions all the time. I know because I wrote the book, and yet frequently I found it difficult to apply everything I advocated. For example, when you are displeased, it is much easier to criticize and condemn than it is to try to understand the other person’s viewpoint; it is frequently easier to find fault than to find praise; it is more natural to talk about what you want than to talk about what the other person wants; and so on. So, as you read this book, remember that you are not merely trying to acquire information. You are attempting to form new habits. Ah yes, you are attempting a new way of life. That will require time and persistence and daily application.

So refer to these pages often. Regard this as a working handbook on human relations; and whenever you are confronted with some specific problem—such as handling a child, winning your spouse to your way of thinking, or satisfying an irritated customer—hesitate about doing the natural thing, the impulsive thing. This is usually wrong. Instead, turn to these pages and review the paragraphs you have underscored. Then try these new ways and watch them achieve magic for you.

7. Offer your spouse, your child or some business associate a dime or a dollar every time he or she catches you violating a certain principle. Make a lively game out of mastering these rules.

8. The president of an important Wall Street bank once described, in a talk before one of my classes, a highly efficient system he

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1138 оценки / 142 Обзоры
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Отзывы критиков

  • This work continues to dominate self-help bestseller lists decades after its initial publication. Want to make new friends, even late in adulthood? Wondering how to keep your employees motivated? Carnegie holds the keys to success in almost any social interaction.

    Scribd Editors
  • In today's urban world, social interaction is among the most potent sources of stress. One reason is we struggle to predict other people's behavior. Dale Carnegie's timeless classic contains profound, practical wisdom on how to do this. Its simplicity belies its ingenuity.

    Scribd Editors

Отзывы читателей

  • (4/5)
    Great to finally finish this book! Although quite a few of the stories are dated, this book is full of sound advice.
  • (4/5)
    I have this audio book and yes, you CAN have the jobs you want!
  • (5/5)
    Written for a 1930's American audience we get to read what is basically Mr. Carnegie memoir of his personal journey as he matured in his business life. This work that has stood the test of time well. Mr. Carnegie believed in becoming a better person, or perhaps businessman, and felt in order to do so one should follow the lessons he learned and presents in this book. Regardless of what you read in this book I feel that in the long run it is always the people with integrity and are principled that will have the best long term interpersonal experiences. Basically the book is written with a few principles about handling people by avoiding the negative and unpleasant, appreciating the other person, and making the other person eager to accomplish some goal of their own. Mr. Carnegie felt that if you provide positive feedback to the person that person will respond positively to you. His manipulative component is to then help the other person to link what you want to share with them with something they want. Because of this manipulative aspect you can see this is in fact a book on management and sales. This a must read for all who work in sales or management; the original targeted audience.
  • (5/5)
    Wow. You might feel silly reading a book called "How to win friends..." but wow. wow.
  • (5/5)
    I read Dale Carnegie when I was in my teens. His books are life changing and give you a fresh perspective on life.
  • (4/5)
    Beautiful! I really loved this book!
  • (5/5)
    One of the best books you will ever read. Everyone can benefit from this classic. Emminently readable. Recommended to everyone who can read. Just finished my fifth read of it and am re-impsired to live more carefully as I interact with people.
  • (4/5)
    A little dated but the suggestions are still very applicable in today's world.
  • (2/5)
    A fairly typical self-help tome. Nicely written for easy consumption with an endless stream of practical examples. Suffers a little from too many rules which at times are raced through, leading at the end to a sense of difficulty in holding the advice in mind.However, the author intends it to be an ongoing learning exercise rather than enlightenment after a single read.
  • (4/5)
    Great practical guidelines for each of us in developing human relations.
  • (4/5)
    I can see why this has remained such a timeless classic in everything from business to sales. The concepts are all rather simple, but the author, through each revision, manages to present such a crackling, quick moving lesson that one if forced to agree and attempt to change accordingly. I read this again in conjunction with the Carnegie Immersion course. Anyone would benefit from both. There are a lot of fine take-aways I could cite here but the main point is probably to practice it.
  • (5/5)
    In general, I do not read self-help books. I find them preachy and uninspiring. This book, however, was highly recommended by a blogger whose post convinced me to give it a shot. I'm glad I did. Though the principles are probably common sense (motivate through praise rather than criticism, listen without interrupting, smile, make the other person feel important, etc.), I believe it did me some good to hear them all laid out in such a straightforward manner. Everybody else on the planet is just as self-absorbed as I am, and they care far more about what they want than what I want. Each chapter began with a principle, described it a little in general, then listed anecdote after anecdote about the principle in action. Most telling to me was the repeated assurance that these techniques only work if the feeling behind them in genuine, not manipulative. People can see through flattery.This book was first published in 1936, and we certainly have not become a more genteel society since then. I wonder what Carnegie would think of the internet and its trolls. For much of the book I could imagine people hearing the advice and thinking, "Yes! This is how other people should treat me!" But of course that's not the point. The point is that if you treat other people this way, you will benefit. Sometimes this will be through convincing people to come around to your way of thinking, but more often just by spreading good will. Had this book been written a few decades later, I'm sure karma would have been mentioned more than once.Though a couple of the techniques described might come off as passive-aggressive today, by and large it's a good resource - a good reminder for how to deal with other people, to give and receive criticism gracefully, and generally improve your attitude. I hereby recommend it to everyone on the planet. In return, I will attempt to practice its principles in my own life more often. I can't promise I'll always be successful - three decades of acerbity do not disappear overnight, after all - but I can try.
  • (5/5)
    This is one of those books where you know every section like the back of your hand but are compelled to retread once a year just to re-energize yourself for whatever you do. If your in sales or just want to get further in your career this book should be in your library with well worn pages and a cover falling off.
  • (4/5)
    In some ways, the material in this book is dated; however, the underlying message is timeless: It's the golden rule--treat others as you would want to be treated.You may want to be less verbose in how you execute the principles presented, but the advice is still sound.
  • (5/5)
    a classic & good advice for anyone
  • (4/5)
    from this book we learn many of self control and understanding others
  • (5/5)
    I bought the book and never read it. Then got an audio copy and listened while I walked. Some of the examples are quaint and a bit hokey but human nature never changes so the principles still apply. I wished I read/listened to this years ago.
  • (5/5)
    This book is the bestseller in many country with How to stop worrying and start living.In this book,it is written relationship with the other people.I think it's useful in every situation.But English level is high with" How to stop worrying and start living" You need to read many times.
  • (5/5)
    It's like the college class you always needed but never thought to take. Carnegie was definitely well-read, and even if it sometimes makes you feel like a used car salesman, there's a lot of useful knowledge in here. Also, it will help you manipulate your friends!
  • (4/5)
    I can't believe how many negative reviews I saw here after reading this--most of them with the same complaints. This book is 'amoral,' 'manipulative,' 'heartless,' etc. Did we read the same book? This is definitely not a book for con men like many seem to think. Since when did trying to sell a product become evil? This book isn't some magic key, it doesn't work on everyone all the time no matter what. But it is a good general guideline to follow, because by doing so you give others what they want, and maybe they'll give you what you want in return. Maybe. Not definitely but maybe. You are simply increasing your chances by giving them small things that everyone wants but are in low supply because nobody else seems to give them.

    I guess I'm morally bankrupt as well, because I just don't see the problem. Nowhere is this more evident than the fact that, even knowing everything this book says, I would have no problem if someone used these "tricks" on me, because it's not telling you to do bad things, it's telling you to good things. If someone wants something from me, why shouldn't they be nice to me, make me feel important, encourage me to talk about myself, avoid criticizing me outright, let me save face when I mess up, etc? Why shouldn't they do their best to talk about things in terms of what I want and explaining how helping them will help me? It's not like I can't still say no, but let's be honest, I'm definitely more likely to say yes than if they were "sincere" and "themselves" and didn't do a damn thing to make me feel good.

    I don't care how fake these things come across, it would still be better than not doing them, because at least it shows an effort and consideration towards me. It's not just, "listen to what I want and give it to me and we're not even going to pretend that I view you as anything more than a means to an end." Sure, that would be more "real" but it's not more pleasant. There's nothing wrong with pretending. We all know most girls don't really like giving blowjobs, but you still want them to pretend that they love it while it's happening, don't you?

    Carnegie feels the same way, clearly, because he offers examples where his principles "worked" on him and he doesn't say it like he was hoodwinked. He counts it as a good thing. Someone did him a favor by treating him this way and he gave more consideration to what they wanted in return than he would someone who didn't do these things, because duh.

    That's not manipulation, that's mutual benefit. That's saying, "hey, we both know we're only talking to each other right now because I want to make a business transaction with you, but I took the time to learn who you are as a human being and listen to your accomplishments/problems/interests. I took into consideration what you want and tried to align it as best I could with what I want for our mutual gain. I saw things from your point of view. Wouldn't you rather be in business with someone who can see things from your point of view instead of someone who doesn't even try because it's 'incincere'?"
    The answer is a resounding yes.

    Haters gonna hate.
  • (5/5)
    I respect Mr. Carnegie tremendously. This book is a classic. Provides a great foundation for developing people skills and positive influence. The techniques are insightful and are very practical. This book will motivate you. Provides great tips for dealing with people, such as smiling and staying away from criticism. This book will really help with your speaking skills. Highly recommend reading for any business owner or entrepreneur.
  • (5/5)
    This is such a classic. While most of the examples may seem dated the ideas and the lessons are not. In fact, given our current fast paced digital world, this book may be of more importance now than in any other time in history.

    If it's been a while since you've read it, or if you've never read it, I highly recommend giving it a read.
  • (5/5)
    I think a lot of people dismiss Dale Carnegie's methods as just a lot of hokum. Certainly, he was a salesman and he was looking for methods to sell more. But his techniques are all based on his simple, true understanding of human nature. He shows you how to win the trust of others by being straightforward and honest. He shows you how to negotiate and get people on your side by starting out with the things you agree on. This book is timeless. You won't be sorry if you read it.
  • (5/5)
    This is one of those books where you know every section like the back of your hand but are compelled to retread once a year just to re-energize yourself for whatever you do. If your in sales or just want to get further in your career this book should be in your library with well worn pages and a cover falling off.
  • (4/5)
    This is a great read and probably a should-read for most professionals.
  • (5/5)
    Outstanding classic
  • (5/5)
    A very readable book, filled with anecdotes to show the results of following the principles.
  • (5/5)
    A very informative collection of common sense and good knowledge that is helpful and virtually a requirement for any profession involving interaction with people.
  • (2/5)
    My first impression upon finishing this book? That it now - to me at least - seems so redundant. I have been on a few training courses for salesmanship over the years, and it is amazing how much each one references Carnegie's work (though without supplying the credit).Also, one wonders how big an influence Carnegie's writing style has had on others in the field, such as Malcolm Gladwell. Carnegie repeats statements for effect - a hangover of public speaking, surely - and echoes his most critical points throughout the book. As a discerning reader, this strikes me as just a little patronising, and I felt precisely the same way when reading Gladwell.For all that, though, this is a quite amazing book - more amazing when it was written, but groundbreaking for certain.
  • (4/5)
    I'd always assumed that this was a cynical book about manipulating people to serve one's own ends. Having read it, I still think that's true on some level: Carnegie's outlook does seem to be founded on the assumption that people are weak, self-deluded creatures who have to be coddled rather than dealt with in an open and straightforward way. But, at the same time, Carnegie's overall outlook does seem to be positive and genuinely caring. On balance, How to Win Friends and Influence People seems to be full of sound, practical advice; perhaps what one makes of it depends on one's own character. [2007-3-1]