How to Win Friends and Influence People

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  • Topic: How to Win Friends and Influence People, Dale Carnegie, Thought
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  • Published : January 29, 2006
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How to Win Friends and Influence People
By Carnegie, Dale

How to Win Friends and Influence People was first published in 1937. A record 15 million copies were sold out overnight, making the book a super hit. An understanding of human nature is such that could never be outdated, thus owing to this fact, How to Win Friends and Influence People is just as useful today as it was when it was first published with further modern day amendments been done in this latest edition.

How to Win Friends and Influence People by Carnegie, Dale

How To Win Friends and Influence People is a masterful piece of communication written by Dale Carnegie who was himself a teacher of communication skills. Dale Carnegie starts off by engaging the reader in each chapter with questions and stories. He states the principle for the chapter followed by examples, some from historic leaders like Abraham Lincoln, Theodore Roosevelt and Charles Schwab and some from students of the Carnegie courses throughout the world. This edition of the book includes more contemporary examples than past edition. Finally, there is an "executive summary" at the end of each chapter in the form of a single sentence and an "In A Nutshell" comprising of the list of principles at the end of each section of the book.

Dale Carnegie through his crisp, lively style keeps reader involved with the issue. When one reads this book, it clearly gives an impression that a human being has written this book and someone is talking directly to you. Carnegie proposes that there are four main ideas that one should use when while dealing with people:

•Know how to handle people
•Make people like you
•Win people to their way of thinking and
•Be a leader

These skills are essential not only in being a good manager, but also in dealing with people in day to day life.

Fundamental Techniques in Handling People:

In this section Dale describes how to handle the most basic of social interchanges with principles in form of fundamental techniques so simple as to inform the reader that •People do not enjoy being criticized, condemned nor complained to •Most people enjoy honest and sincere appreciation and

•It is best to "arouse in the other person an eager want". It is a far easier facilitated process to maintain relations with a person if they find you pleasant to be around

First fundamental technique in handling people is "don't criticize, condemn, or complain." When you criticize someone, you try to put yourself at a level above them, the other person will have a feeling of remorse and you will hurt their self respect even if you get through your point across.

The second tip is "give honest and sincere appreciation." You should not sit and only think about your own individual accomplishments and successes, but also compliment others on their successes. A genuine appreciation is the key to get what you want, threatening people by force or harsh words never helps, but to get others to do what you want is to give them what they want; appreciation for their deeds. Third and final but nevertheless important tip is, "arouse in the other person an eager want." Always try to find out that what it is that gives a person their sense of importance. And utilize that knowledge to drive them to want to do their job to the best of their ability. A good example of this is fishing, you don't bait the hook with what you want to eat, but you bait the hook with what the fish wants. Here in this example you use the third tip at its best (to get what you want to be done).

Six Ways to Make People Like You:

The second part of the book discusses six ways on how to get people to like you. Here Carnegie illustrates the value of being an amiable person. He attempts to convey to his audience that the best way to get in someone's clemency is to act in their interest because everyone's ego enjoys a good rubdown.

The first step in making people like you is to "become genuinely...
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