EIGHT THINGS THIS BOOK WILL
		HELP YOU ACHIEVE

	1. Get out of a mental rut, think new thoughts, acquire
	new visions, discover new ambitions.

	2. Make friends quickly and easily.

	3. Increase your popularity.

	4. Win people to your way of thinking.

	5. Increase your influence, your prestige, your ability
	to get things done.

	6. Handle complaints, avoid arguments, keep your
	human contacts smooth and pleasant.

	7. Become a better speaker, a more entertaining
	conversationalist.

	8. Arouse enthusiasm among your associates.

	This book has done all these things for more than ten
	million readers in thirty-six languages.

	This Book Is Dedicated to a Man
	Who Doesn’t Need to Read It:-
	 My Cherished Friend
	 HOMER CROY

        HOW TO
	Win Friends
AND
Influence
People
REVISED EDITION

Dale Carnegie

Editorial Consultant: Dorothy Carnegie
Editorial Assistance: Arthur R. Pell, Ph.D.

SIMON AND SCHUSTER
NEW YORK

Copyright 1936 by Dale Carnegie, copyright renewed © 1964
by Donna Dale Carnegie and Dorothy Carnegie
Revised Edition copyright © 1981 by Donna Dale Carnegie and
Dorothy Carnegie
All rights reserved
including the right of reproduction
in whole or in part in any form
Published by Simon and Schuster
A Division of Gulf & Western Corporation
Simon & Schuster Building
Rockefeller Center
1230 Avenue of the Americas
New York, New York 10020
SIMON AND SCHUSTER and colophon are trademarks of Simon & Schuster
Designed by Stanley S. Drate
Manufactured in the United States of America
17 19 20 18
Library of Congress Cataloging in Publication Data
Carnegie, Dale, 1888-1955.
How to win friends and influence people.
Includes index.
1. Success. I. Title.
BF637.S8C37	 1981 	158’. 1	 80-28759
ISBN O-671-42517-X

Preface
to Revised Edition

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. Now to Win
Friends and InfEuence 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 cartoon 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 every-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 lnfluence 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)

How This Book Was
Written-And Why

by Dale Carnegie

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,
common-sense 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 team-
work. 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 naive, 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 vou 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 used for self-improvement.
This man had little formal schooling; yet he had become
one of the most important financiers in America, and he
confessed that he owed most of his success to the constant
application of his homemade system. This is what
he does, I’ll put it in his own words as accurately as I
can remember.

“For years I have kept an engagement book showing
all the appointments I had during the day. My family
never made any plans for me on Saturday night, for the
family knew that I devoted a part of each Saturday evening
to the illuminating process of self-examination and
review and appraisal. After dinner I went off by myself,
opened my engagement book, and thought over all the
interviews, discussions and meetings that had taken
place during the week. I asked myself:

‘What mistakes did I make that time?’
‘What did I do that was right-and in what way
could I have improved my performance?’
‘What lessons can I learn from that experience?’

“I often found that this weekly review made me very
unhappy. I was frequently astonished at my own blunders.
Of course, as the years passed, these blunders became
less frequent. Sometimes I was inclined to pat
myself on the back a little after one of these sessions.
This system of self-analysis, self-education, continued
year after year, did more for me than any other one thing
I have ever attempted.

“It helped me improve my ability to make decisions
 - and it aided me enormously in all my contacts with
people. I cannot recommend it too highly.”

Why not use a similar system to check up on your
application of the principles discussed in this book? If
you do, two things will result.

First, you will find yourself engaged in an educational
process that is both intriguing and priceless.

Second, you will find that your ability to meet and
deal with people will grow enormously.

9. You will find at the end of this book several blank
pages on which you should record your triumphs in the
application of these principles. Be specific. Give names,
dates, results. Keeping such a record will inspire you to
greater efforts; and how fascinating these entries will be
when you chance upon them some evening years from
now!

In order to get the most out of this book:

a. Develop a deep, driving desire to master the principles
of human relations,

b. Read each chapter twice before going on to the next
one.

c. As you read, stop frequently to ask yourself how
you can apply each suggestion.

d. Underscore each important idea.

e. Review this book each month.

f . Apply these principles at every opportunity. Use
this volume as a working handbook to help you
solve your daily problems.

g. Make a lively game out of your learning by offering
some friend a dime or a dollar every time he or she
catches you violating one of these principles.

h. Check up each week on the progress you are mak-ing.
Ask yourself what mistakes you have made,
what improvement, what lessons you have learned
for the future.

i. Keep notes in the back of this book showing how
and when you have applied these principles.

PART O N E
Fundamental Techniques in
Handling People

1
“IF YOU WANT TO GATHER
HONEY, DON’T KICK OVER THE
BEEHIVE”

On May 7, 1931, the most sensational manhunt New
York City had ever known had come to its climax. After
weeks of search, “Two Gun” Crowley - the killer, the
gunman who didn’t smoke or drink - was at bay, trapped
in his sweetheart’s apartment on West End Avenue.

One hundred and fifty policemen and detectives laid
siege to his top-floor hideway. They chopped holes in
the roof; they tried to smoke out Crowley, the “cop
killer,” with teargas. Then they mounted their machine
guns on surrounding buildings, and for more than an
hour one of New York’s fine residential areas reverberated
with the crack of pistol fire and the rut-tat-tat of
machine guns. Crowley, crouching behind an over-
stuffed chair, fired incessantly at the police. Ten thousand
excited people watched the battle. Nothing like it
ever been seen before on the sidewalks of New
York.

When Crowley was captured, Police Commissioner
E. P. Mulrooney declared that the two-gun desperado
was one of the most dangerous criminals ever encountered
in the history of New York. “He will kill,” said the
Commissioner, “at the drop of a feather.”

But how did “Two Gun” Crowley regard himself? We
know, because while the police were firing into his
apartment, he wrote a letter addressed “To whom it may
concern, ” And, as he wrote, the blood flowing from his
wounds left a crimson trail on the paper. In this letter
Crowley said: “Under my coat is a weary heart, but a
kind one - one that would do nobody any harm.”

A short time before this, Crowley had been having a
necking party with his girl friend on a country road out
on Long Island. Suddenly a policeman walked up to the
car and said: “Let me see your license.”

Without saying a word, Crowley drew his gun and cut
the policeman down with a shower of lead. As the dying
officer fell, Crowley leaped out of the car, grabbed the
officer’s revolver, and fired another bullet into the prostrate
body. And that was the killer who said: “Under my
coat is a weary heart, but a kind one - one that would do
nobody any harm.’

Crowley was sentenced to the electric chair. When he
arrived at the death house in Sing Sing, did he say, “This
is what I get for killing people”? No, he said: “This is
what I get for defending myself.”

The point of the story is this: “Two Gun” Crowley
didn’t blame himself for anything.

Is that an unusual attitude among criminals? If you
think so, listen to this:

“I have spent the best years of my life giving people
the lighter pleasures, helping them have a good time,
and all I get is abuse, the existence of a hunted man.”

That’s Al Capone speaking. Yes, America’s most notorious
Public Enemy- the most sinister gang leader who
ever shot up Chicago. Capone didn’t condemn himself.
He actually regarded himself as a public benefactor - an
unappreciated and misunderstood public benefactor.

And so did Dutch Schultz before he crumpled up
under gangster bullets in Newark. Dutch Schultz, one of
New York’s most notorious rats, said in a newspaper interview
that he was a public benefactor. And he believed
it.

I have had some interesting correspondence with
Lewis Lawes, who was warden of New York’s infamous
Sing Sing prison for many years, on this subject, and he
declared that “few of the criminals in Sing Sing regard
themselves as bad men. They are just as human as you
and I. So they rationalize, they explain. They can tell
you why they had to crack a safe or be quick on the
trigger finger. Most of them attempt by a form of reasoning,
fallacious or logical, to justify their antisocial acts
even to themselves, consequently stoutly maintaining
that they should never have been imprisoned at all.”

If Al Capone, “Two Gun” Crowley, Dutch Schultz,
and the desperate men and women behind prison walls
don’t blame themselves for anything - what about the
people with whom you and I come in contact?

John Wanamaker, founder of the stores that bear his
name, once confessed: “I learned thirty years ago that it
is foolish to scold. I have enough trouble overcoming my
own limitations without fretting over the fact that God
has not seen fit to distribute evenly the gift of intelligence.”

Wanamaker learned this lesson early, but I personally
had to blunder through this old world for a third of a
century before it even began to dawn upon me that
ninety-nine times out of a hundred, people don’t criticize
themselves for anything, no matter how wrong it
may be.

Criticism is futile because it puts a person on the defensive
and usually makes him strive to justify himself.
Criticism is dangerous, because it wounds a person’s
precious pride, hurts his sense of importance, and
arouses resentment.

B. F. Skinner, the world-famous psychologist, proved
through his experiments that an animal rewarded for
good behavior will learn much more rapidly and retain
what it learns far more effectively than an animal punished
for bad behavior. Later studies have shown that
the same applies to humans. By criticizing, we do not
make lasting changes and often incur resentment.

Hans Selye, another great psychologist, said, “As
much as we thirst for approval, we dread condemnation,”

The resentment that criticism engenders can demoralize
employees, family members and friends, and still
not correct the situation that has been condemned.

George B. Johnston of Enid, Oklahoma, is the safety
coordinator for an engineering company, One of his re-sponsibilities
is to see that employees wear their hard
hats whenever they are on the job in the field. He reported
that whenever he came across workers who were
not wearing hard hats, he would tell them with a lot of
authority of the regulation and that they must comply.
As a result he would get sullen acceptance, and often
after he left, the workers would remove the hats.

He decided to try a different approach. The next time
he found some of the workers not wearing their hard hat,
he asked if the hats were uncomfortable or did not fit
properly. Then he reminded the men in a pleasant tone
of voice that the hat was designed to protect them from
injury and suggested that it always be worn on the job.
The result was increased compliance with the regulation
with no resentment or emotional upset.

You will find examples of the futility of criticism bristling
on a thousand pages of history, Take, for example,
the famous quarrel between Theodore Roosevelt and
President Taft - a quarrel that split the Republican
party, put Woodrow Wilson in the White House, and
wrote bold, luminous lines across the First World War
and altered the flow of history. Let’s review the facts
quickly. When Theodore Roosevelt stepped out of the
White House in 1908, he supported Taft, who was
elected President. Then Theodore Roosevelt went off to
Africa to shoot lions. When he returned, he exploded.
He denounced Taft for his conservatism, tried to secure
the nomination for a third term himself, formed the Bull
Moose party, and all but demolished the G.O.P. In the
election that followed, William Howard Taft and the Republican
party carried only two states - Vermont and
Utah. The most disastrous defeat the party had ever
known.

Theodore Roosevelt blamed Taft, but did President
Taft blame himself? Of course not, With tears in his
eyes, Taft said: “I don’t see how I could have done any
differently from what I have.”

Who was to blame? Roosevelt or Taft? Frankly, I don’t
know, and I don’t care. The point I am trying to make is
that all of Theodore Roosevelt’s criticism didn’t persuade
Taft that he was wrong. It merely made Taft strive
to justify himself and to reiterate with tears in his eyes:
“I don’t see how I could have done any differently from
what I have.”

Or, take the Teapot Dome oil scandal. It kept the
newspapers ringing with indignation in the early 1920s.
It rocked the nation! Within the memory of living men,
nothing like it had ever happened before in American
public life. Here are the bare facts of the scandal: Albert
B. Fall, secretary of the interior in Harding’s cabinet,
was entrusted with the leasing of government oil reserves
at Elk Hill and Teapot Dome - oil reserves that
had been set aside for the future use of the Navy. Did
secretary Fall permit competitive bidding? No sir. He
handed the fat, juicy contract outright to his friend Edward
L. Doheny. And what did Doheny do? He gave
Secretary Fall what he was pleased to call a “loan” of
one hundred thousand dollars. Then, in a high-handed
manner, Secretary Fall ordered United States Marines
into the district to drive off competitors whose adjacent
wells were sapping oil out of the Elk Hill reserves.
These competitors, driven off their ground at the ends of
guns and bayonets, rushed into court - and blew the lid
off the Teapot Dome scandal. A stench arose so vile that
it ruined the Harding Administration, nauseated an entire
nation, threatened to wreck the Republican party,
and put Albert B. Fall behind prison bars.

Fall was condemned viciously - condemned as few
men in public life have ever been. Did he repent?
Never! Years later Herbert Hoover intimated in a public
speech that President Harding’s death had been due to
mental anxiety and worry because a friend had betrayed
him. When Mrs. Fall heard that, she sprang from her
chair, she wept, she shook her fists at fate and screamed:
"What! Harding betrayed by Fall? No! My husband
never betrayed anyone. This whole house full of gold
would not tempt my husband to do wrong. He is the one
who has been betrayed and led to the slaughter and crucified.”

There you are; human nature in action, wrongdoers,
blaming everybody but themselves. We are all like that.
So when you and I are tempted to criticize someone
tomorrow, let’s remember Al Capone, “Two Gun”
Crowley and Albert Fall. Let’s realize that criticisms are
like homing pigeons. They always return home. Let’s
realize that the person we are going to correct and condemn
will probably justify himself or herself, and condemn
us in return; or, like the gentle Taft, will say: “I
don’t see how I could have done any differently from
what I have.”

On the morning of April 15, 1865, Abraham Lincoln
lay dying in a hall bedroom of a cheap lodging house
directly across the street from Ford’s Theater, where
John Wilkes Booth had shot him. Lincoln’s long body
lay stretched diagonally across a sagging bed that was
too short for him. A cheap reproduction of Rosa Bonheur’s
famous painting The Horse Fair hung above the
bed, and a dismal gas jet flickered yellow light.

As Lincoln lay dying, Secretary of War Stanton said,
“There lies the most perfect ruler of men that the world
has ever seen.”

What was the secret of Lincoln’s success in dealing
with people? I studied the life of Abraham Lincoln for
ten years and devoted all of three years to writing and
rewriting a book entitled Lincoln the Unknown. I believe
I have made as detailed and exhaustive a study of
Lincoln’s personality and home life as it is possible for
any being to make. I made a special study of Lincoln’s
method of dealing with people. Did he indulge in criticism?
Oh, yes. As a young man in the Pigeon Creek
Valley of Indiana, he not only criticized but he wrote
letters and poems ridiculing people and dropped these
letters on the country roads where they were sure to be
found. One of these letters aroused resentments that
burned for a lifetime.

Even after Lincoln had become a practicing lawyer in
Springfield, Illinois, he attacked his opponents openly
in letters published in the newspapers. But he did this
just once too often.

In the autumn of 1842 he ridiculed a vain, pugnacious
politician by the name of James Shields. Lincoln lamned
him through an anonymous letter published in
Springfield Journal. The town roared with laughter.
Shields, sensitive and proud, boiled with indignation.
He found out who wrote the letter, leaped on his horse,
started after Lincoln, and challenged him to fight a duel.
Lincoln didn’t want to fight. He was opposed to dueling,
but he couldn’t get out of it and save his honor. He was
given the choice of weapons. Since he had very long
arms, he chose cavalry broadswords and took lessons in
sword fighting from a West Point graduate; and, on the
appointed day, he and Shields met on a sandbar in the
Mississippi River, prepared to fight to the death; but, at
the last minute, their seconds interrupted and stopped
the duel.

That was the most lurid personal incident in Lincoln’s
life. It taught him an invaluable lesson in the art of dealing
with people. Never again did he write an insulting
letter. Never again did he ridicule anyone. And from that
time on, he almost never criticized anybody for anything.

Time after time, during the Civil War, Lincoln put a
new general at the head of the Army of the Potomac, and
each one in turn - McClellan, Pope, Burnside, Hooker,
Meade - blundered tragically and drove Lincoln to pacing
the floor in despair. Half the nation savagely condemned
these incompetent generals, but Lincoln, “with
malice toward none, with charity for all,” held his peace.
One of his favorite quotations was “Judge not, that ye be
not judged.”

And when Mrs. Lincoln and others spoke harshly of
the southern people, Lincoln replied: “Don’t criticize
them; they are just what we would be under similar
circumstances.”

Yet if any man ever had occasion to criticize, surely it
was Lincoln. Let’s take just one illustration:

The Battle of Gettysburg was fought during the first
three days of July 1863. During the night of July 4, Lee
began to retreat southward while storm clouds deluged
the country with rain. When Lee reached the Potomac
with his defeated army, he found a swollen, impassable
river in front of him, and a victorious Union Army behind
him. Lee was in a trap. He couldn’t escape. Lincoln
saw that. Here was a golden, heaven-sent opportunity-
the opportunity to capture Lee’s army and end the war
immediately. So, with a surge of high hope, Lincoln ordered
Meade not to call a council of war but to attack
Lee immediately. Lincoln telegraphed his orders and
then sent a special messenger to Meade demanding immediate
action.

And what did General Meade do? He did the very
opposite of what he was told to do. He called a council
of war in direct violation of Lincoln’s orders. He hesitated.
He procrastinated. He telegraphed all manner of
excuses. He refused point-blank to attack Lee. Finally
the waters receded and Lee escaped over the Potomac
with his forces.

Lincoln was furious, “ What does this mean?” Lincoln
cried to his son Robert. “Great God! What does this
mean? We had them within our grasp, and had only to
stretch forth our hands and they were ours; yet nothing
that I could say or do could make the army move. Under
the circumstances, almost any general could have defeated
Lee. If I had gone up there, I could have whipped
him myself.”

In bitter disappointment, Lincoln sat down and wrote
Meade this letter. And remember, at this period of his
life Lincoln was extremely conservative and restrained
in his phraseology. So this letter coming from Lincoln in
1863 was tantamount to the severest rebuke.

My dear General,

I do not believe you appreciate the magnitude of the misfortune
involved in Lee’s escape. He was within our easy
grasp, and to have closed upon him would, in connection
With our other late successes, have ended the war. As it is,
the war will be prolonged indefinitely. If you could not
safely attack Lee last Monday, how can you possibly do so
south of the river, when you can take with you very few-
no more than two-thirds of the force you then had in hand?
It would be unreasonable to expect and I do not expect that
you can now effect much. Your golden opportunity is gone,
and I am distressed immeasurably because of it.

What do you suppose Meade did when he read the
letter?

Meade never saw that letter. Lincoln never mailed it.
It was found among his papers after his death.

My guess is - and this is only a guess - that after writing
that letter, Lincoln looked out of the window and
said to himself, “Just a minute. Maybe I ought not to be
so hasty. It is easy enough for me to sit here in the quiet
of the White House and order Meade to attack; but if I
had been up at Gettysburg, and if I had seen as much
blood as Meade has seen during the last week, and if my
ears had been pierced with the screams and shrieks of
the wounded and dying, maybe I wouldn’t be so anxious
to attack either. If I had Meade’s timid temperament,
perhaps I would have done just what he had done. Anyhow,
it is water under the bridge now. If I send this
letter, it will relieve my feelings, but it will make Meade
try to justify himself. It will make him condemn me. It
will arouse hard feelings, impair all his further usefulness
as a commander, and perhaps force him to resign
from the army.”

So, as I have already said, Lincoln put the letter aside,
for he had learned by bitter experience that sharp criticisms
and rebukes almost invariably end in futility.

Theodore Roosevelt said that when he, as President,
was confronted with a perplexing problem, he used to
lean back and look up at a large painting of Lincoln
which hung above his desk in the White House and ask
himself, “What would Lincoln do if he were in my
shoes? How would he solve this problem?”

The next time we are tempted to admonish somebody,
/let’s pull a five-dollar bill out of our pocket, look at Lincoln’s
picture on the bill, and ask. “How would Lincoln
handle this problem if he had it?”

Mark Twain lost his temper occasionally and wrote
letters that turned the Paper brown. For example, he
once wrote to a man who had aroused his ire: “The thing
for you is a burial permit. You have only to speak and I
will see that you get it.” On another occasion he wrote
to an editor about a proofreader’s attempts to “improve
my spelling and punctuation.” He ordered: “Set the
matter according to my copy hereafter and see that the
proofreader retains his suggestions in the mush of his
decayed brain.”

The writing of these stinging letters made Mark Twain
feel better. They allowed him to blow off steam, and the
letters didn’t do any real harm, because Mark’s wife
secretly lifted them out of the mail. They were never
sent.

Do you know someone you would like to change and
regulate and improve? Good! That is fine. I am all in
favor of it, But why not begin on yourself? From a purely
selfish standpoint, that is a lot more profitable than
trying to improve others - yes, and a lot less dangerous.
 “Don’t complain about the snow on your neighbor’s
roof,” said Confucius, “when your own doorstep is unclean.”

When I was still young and trying hard to impress
people, I wrote a foolish letter to Richard Harding
Davis, an author who once loomed large on the literary
horizon of America. I was preparing a magazine article
about authors, and I asked Davis to tell me about his
method of work. A few weeks earlier, I had received a
letter from someone with this notation at the bottom:
“Dictated but not read.” I was quite impressed. I felt
that the writer must be very big and busy and important.
I wasn’t the slightest bit busy, but I was eager to make
an impression on Richard Harding Davis, so I ended my
short note with the words: “Dictated but not read.”

He never troubled to answer the letter. He simply
returned it to me with this scribbled across the bottom:
“Your bad manners are exceeded only by your bad manners.”
True, I had blundered, and perhaps I deserved
this rebuke. But, being human, I resented it. I resented
it so sharply that when I read of the death of Richard
Harding Davis ten years later, the one thought that still
persisted in my mind - I am ashamed to admit - was the
hurt he had given me.

If you and I want to stir up a resentment tomorrow
that may rankle across the decades and endure until
death, just let us indulge in a little stinging criticism-
no matter how certain we are that it is justified.

When dealing with people, let us remember we are
not dealing with creatures of logic. We are dealing with
creatures of emotion, creatures bristling with prejudices
and motivated by pride and vanity.

Bitter criticism caused the sensitive Thomas Hardy,
one of the finest novelists ever to enrich English literature,
to give up forever the writing of fiction. Criticism
drove Thomas Chatterton, the English poet, to suicide.

Benjamin Franklin, tactless in his youth, became so
diplomatic, so adroit at handling people, that he was
made American Ambassador to France. The secret of his
success? “I will speak ill of no man,” he said, " . . and
speak all the good I know of everybody.”

Any fool can criticize, condemn and complain - and
most fools do.

But it takes character and self-control to be under-standing
and forgiving.

“A great man shows his greatness,” said Carlyle, “by
the way he treats little men.”

Bob Hoover, a famous test pilot and frequent per-former
at air shows, was returning to his home in Los
Angeles from an air show in San Diego. As described in
the magazine Flight Operations, at three hundred feet
in the air, both engines suddenly stopped. By deft maneuvering
he managed to land the plane, but it was
badly damaged although nobody was hurt.

Hoover’s first act after the emergency landing was to
inspect the airplane’s fuel. Just as he suspected, the
World War II propeller plane he had been flying had
been fueled with jet fuel rather than gasoline.

Upon returning to the airport, he asked to see the mechanic
who had serviced his airplane. The young man
was sick with the agony of his mistake. Tears streamed
down his face as Hoover approached. He had just caused
the loss of a very expensive plane and could have caused
the loss of three lives as well.

You can imagine Hoover’s anger. One could anticipate
the tongue-lashing that this proud and precise pilot
would unleash for that carelessness. But Hoover didn’t
scold the mechanic; he didn’t even criticize him. Instead,
he put his big arm around the man’s shoulder and
said, “To show you I’m sure that you’ll never do this
again, I want you to service my F-51 tomorrow.”

Often parents are tempted to criticize their children.
You would expect me to say “don’t.” But I will not, I am
merely going to say, “Before you criticize them, read
one of the classics of American journalism, ‘Father Forgets.’ ”
It originally appeared as an editorial in the People's 
Home Journnl. We are reprinting it here with the 
author’s permission, as condensed in the Reader’s Digest:

“Father Forgets” is one of those little pieces which-
dashed of in a moment of sincere feeling - strikes an
echoing chord in so many readers as to become a perenial
reprint favorite. Since its first appearance, “Father
Forgets" has been reproduced, writes the author,
W, Livingston Larned, “in hundreds of magazines and
house organs, and in newspapers the country over. It has
been reprinted almost as extensively in many foreign
languages. I have given personal permission to thousands
who wished to read it from school, church, and
lecture platforms. It has been ‘on the air’ on countless
occasions and programs. Oddly enough, college periodicals
have used it, and high-school magazines. Sometimes
a little piece seems mysteriously to ‘click.’ This
one certainly did.”

FATHER FORGETS
W. Livingston Larned

Listen, son: I am saying this as you lie asleep, one little
paw crumpled under your cheek and the blond curls stickily
wet on your damp forehead. I have stolen into your room
alone. Just a few minutes ago, as I sat reading my paper
in the library, a stifling wave of remorse swept over me.
Guiltily I came to your bedside.

There are the things I was thinking, son: I had been cross
to you. I scolded you as you were dressing for school because
you gave your face merely a dab with a towel. I took
you to task for not cleaning your shoes. I called out angrily
when you threw some of your things on the floor.

At breakfast I found fault, too. You spilled things. You
gulped down your food. You put your elbows on the table.
You spread butter too thick on your bread. And as you
started off to play and I made for my train, you turned
and waved a hand and called, “Goodbye, Daddy!” and
I frowned, and said in reply, “Hold your shoulders
back!”

Then it began all over again in the late afternoon. As I
came up the road I spied you, down on your knees, playing
marbles. There were holes in your stockings. I humiliated
you before your boyfriends by marching you ahead of me to
the house. Stockings were expensive - and if you had to

buy them you would be more careful! Imagine that, son,
from a father!

Do you remember, later, when I was reading in the library,
how you came in timidly, with a sort of hurt look in
your eyes? When I glanced up over my paper, impatient at
the interruption, you hesitated at the door. “What is it you
want?” I snapped.

You said nothing, but ran across in one tempestuous
plunge, and threw your arms around my neck and kissed
me, and your small arms tightened with an affection that
God had set blooming in your heart and which even neglect
could not wither. And then you were gone, pattering up the
stairs.

Well, son, it was shortly afterwards that my paper slipped
from my hands and a terrible sickening fear came over me.
What has habit been doing to me? The habit of finding fault,
of reprimanding - this was my reward to you for being a
boy. It was not that I did not love you; it was that I expected
too much of youth. I was measuring you by the yardstick of
my own years.

And there was so much that was good and fine and true in
your character. The little heart of you was as big as the
dawn itself over the wide hills. This was shown by your
spontaneous impulse to rush in and kiss me good night.
Nothing else matters tonight, son. I have come to your bed-side
in the darkness, and I have knelt there, ashamed!

It is a feeble atonement; I know you would not understand
these things if I told them to you during your waking
hours. But tomorrow I will be a real daddy! I will chum
with you, and suffer when you suffer, and laugh when you
laugh. I will bite my tongue when impatient words come. I
will keep saying as if it were a ritual: “He is nothing but a
boy - a little boy!”

I am afraid I have visualized you as a man. Yet as I see
you now, son, crumpled and weary in your cot, I see that
you are still a baby. Yesterday you were in your mother’s
arms, your head on her shoulder. I have asked too much,
too much.

Instead of condemning people, let’s try to understand
them. Let’s try to figure out why they do what they do.
That’s a lot more profitable and intriguing than criticism;
and it breeds sympathy, tolerance and kindness. “To
know all is to forgive all.”

As Dr. Johnson said: “God himself, sir, does not propose
to judge man until the end of his days.”

Why should you and I?

PRINCIPLE 1
Don’t criticize, condemn or complain.

2
THE BIG SECRET OF DEALING WITH
PEOPLE

There is only one way under high heaven to get anybody
to do anything. Did you ever stop to think of that? Yes,
just one way. And that is by making the other person want to do it.

Remember, there is no other way.

Of course, you can make someone want to give you his
watch by sticking a revolver in his ribs. YOU can make
your employees give you cooperation - until your back
is turned - by threatening to fire them. You can make a
child do what you want it to do by a whip or a threat. But
these crude methods have sharply undesirable repercussions.

The only way I can get you to do anything is by giving
you what you want.

What do you want?

Sigmund Freud said that everything you and I do
springs from two motives: the sex urge and the desire to
be great.

John Dewey, one of America’s most profound philosophers,
phrased it a bit differently. Dr. Dewey said that
the deepest urge in human nature is “the desire to be
important." Remember that phrase: “the desire to be
important." It is significant. You are going to hear a lot
about it in this book.

What do you want? Not many things, but the few
that you do wish, you crave with an insistence
that will not be denied. Some of the things most people
want include:

1. Health and the preservation of life.
2. Food.
3. Sleep.
4. Money and the things money will buy.
5. Life in the hereafter.
6. Sexual gratification.
7. The well-being of our children.
8. A feeling of importance.

Almost all these wants are usually gratified-all except
one. But there is one longing - almost as deep, almost
as imperious, as the desire for food or sleep - which
is seldom gratified. It is what Freud calls “the
desire to be great.” It is what Dewey calls the “desire to
be important.”

Lincoln once began a letter saying: “Everybody likes
a compliment.” William James said: "The deepest principle
in human nature is the craving to be appreciated."
He didn’t speak, mind you, of the “wish” or the “desire”
or the “longing” to be appreciated. He said the "craving”
to be appreciated.

Here is a gnawing and unfaltering human hunger, and
the rare individual who honestly satisfies this heart hunger
will hold people in the palm of his or her hand and
“even the undertaker will be sorry when he dies.”

The desire for a feeling of importance is one of the
chief distinguishing differences between mankind and
the animals. To illustrate: When I was a farm boy out in
Missouri, my father bred fine Duroc-Jersey hogs and .
pedigreed white - faced cattle. We used to exhibit our
hogs and white-faced cattle at the country fairs and live-stock
shows throughout the Middle West. We won first
prizes by the score. My father pinned his blue ribbons
on a sheet of white muslin, and when friends or visitors
came to the house, he would get out the long sheet of
muslin. He would hold one end and I would hold the
other while he exhibited the blue ribbons.

The hogs didn’t care about the ribbons they had won.
But Father did. These prizes gave him a feeling of importance.

If our ancestors hadn’t had this flaming urge for a feeling
of importance, civilization would have been impossible.
Without it, we should have been just about like
animals.

It was this desire for a feeling of importance that led
an uneducated, poverty-stricken grocery clerk to study
some law books he found in the bottom of a barrel of
household plunder that he had bought for fifty cents.
You have probably heard of this grocery clerk. His name
was Lincoln.

It was this desire for a feeling of importance that inspired
Dickens to write his immortal novels. This desire
inspired Sir Christoper Wren to design his symphonies
in stone. This desire made Rockefeller amass millions
that he never spent! And this same desire made the richest
family in your town build a house far too large for its
requirements.

This desire makes you want to wear the latest styles,
drive the latest cars, and talk about your brilliant children.

It is this desire that lures many boys and girls into
joining gangs and engaging in criminal activities. The
average young criminal, according to E. P. Mulrooney,
onetime police commissioner of New York, is filled with
ego, and his first request after arrest is for those lurid
newspapers that make him out a hero. The disagreeable
prospect of serving time seems remote so long as he can
gloat over his likeness sharing space with pictures of
sports figures, movie and TV stars and politicians.

If you tell me how you get your feeling of importance,
I’ll tell you what you are. That determines your character.
That is the most significant thing about you. For
example, John D. Rockefeller got his feeling of importance
by giving money to erect a modern hospital in
Peking, China, to care for millions of poor people whom
he had never seen and never would see. Dillinger, on
the other hand, got his feeling of importance by being a
bandit, a bank robber and killer. When the FBI agents
were hunting him, he dashed into a farmhouse up in
Minnesota and said, “I’m Dillinger!” He was proud of
the fact that he was Public Enemy Number One. “I’m
not going to hurt you, but I’m Dillinger!” he said.

Yes, the one significant difference between Dillinger
and Rockefeller is how they got their feeling of importance.

History sparkles with amusing examples of famous
people struggling for a feeling of importance. Even
George Washington wanted to be called “His Mightiness,
the President of the United States”; and Columbus
pleaded for the title “Admiral of the Ocean and Viceroy
of India.” Catherine the Great refused to open letters
that were not addressed to “Her Imperial Majesty”; and
Mrs. Lincoln, in the White House, turned upon Mrs.
Grant like a tigress and shouted, “How dare you be
seated in my presence until I invite you!”

Our millionaires helped finance Admiral Byrd’s expedition
to the Antarctic in 1928 with the understanding
that ranges of icy mountains would be named after them;
and Victor Hugo aspired to have nothing less than the
city of Paris renamed in his honor. Even Shakespeare,
mightiest of the mighty, tried to add luster to his name
by procuring a coat of arms for his family.

People sometimes became invalids in order to win
sympathy and attention, and get a feeling of importance.
For example, take Mrs. McKinley. She got a feeling of
importance by forcing her husband, the President of the
United States, to neglect important affairs of state while
he reclined on the bed beside her for hours at a time, his
arm about her, soothing her to sleep. She fed her gnawing
desire for attention by insisting that he remain with
her while she was having her teeth fixed, and once created
a stormy scene when he had to leave her alone with
the dentist while he kept an appointment with John
Hay, his secretary of state.

The writer Mary Roberts Rinehart once told me of a
bright, vigorous young woman who became an invalid
in order to get a feeling of importance. “One day,” said
Mrs. Rinehart, “this woman had been obliged to face
something, her age perhaps. The lonely years were
stretching ahead and there was little left for her to anticipate.

“She took to her bed; and for ten years her old mother
traveled to the third floor and back, carrying trays, nursing
her. Then one day the old mother, weary with service,
lay down and died. For some weeks, the invalid
languished; then she got up, put on her clothing, and
resumed living again.”

Some authorities declare that people may actually go
insane in order to find, in the dreamland of insanity, the
feeling of importance that has been denied them in the
harsh world of reality. There are more patients suffering
from mental diseases in the United States than from all
other diseases combined.

What is the cause of insanity?

Nobody can answer such a sweeping question, but we
know that certain diseases, such as syphilis, break down
and destroy the brain cells and result in insanity. In fact,
about one-half of all mental diseases can be attributed to
such physical causes as brain lesions, alcohol, toxins and
injuries. But the other half - and this is the appalling
part of the story - the other half of the people who go
insane apparently have nothing organically wrong with
their brain cells. In post-mortem examinations, when
their brain tissues are studied under the highest-powered
microscopes, these tissues are found to be apparently
just as healthy as yours and mine.

Why do these people go insane?

I put that question to the head physician of one of our
most important psychiatric hospitals. This doctor, who
has received the highest honors and the most coveted
awards for his knowledge of this subject, told me frankly
that he didn’t know why people went insane. Nobody
knows for sure But he did say that many people who go
insane find in insanity a feeling of importance that they
were unable to achieve in the world of reality. Then he
told me this story:

"I have a patient right now whose marriage proved to
be a tragedy. She wanted love, sexual gratification, children
and social prestige, but life blasted all her hopes.
Her husband didn’t love her. He refused even to eat
with her and forced her to serve his meals in his room
upstairs. She had no children, no social standing. She
went insane; and, in her imagination, she divorced her
husband and resumed her maiden name. She now believes
she has married into English aristocracy, and she
insists on being called Lady Smith.

“And as for children, she imagines now that she has
had a new child every night. Each time I call on her she
says: ‘Doctor, I had a baby last night.’ "

Life once wrecked all her dream ships on the sharp
rocks of reality; but in the sunny, fantasy isles of insanity,
all her barkentines race into port with canvas billowing
and winds singing through the masts.

" Tragic? Oh, I don’t know. Her physician said to me:
If I could stretch out my hand and restore her sanity, I
wouldn’t do it. She’s much happier as she is."

If some people are so hungry for a feeling of importance
that they actually go insane to get it, imagine what
miracle you and I can achieve by giving people honest
appreciation this side of insanity.

One of the first people in American business to be
paid a salary of over a million dollars a year (when there
was no income tax and a person earning fifty dollars a
week was considered well off) was Charles Schwab, He
had been picked by Andrew Carnegie to become the
first president of the newly formed United States Steel
Company in 1921, when Schwab was only thirty-eight
years old. (Schwab later left U.S. Steel to take over the
then-troubled Bethlehem Steel Company, and he rebuilt
it into one of the most profitable companies in America.)

Why did Andrew Carnegie pay a million dollars a
year, or more than three thousand dollars a day, to
Charles Schwab? Why? Because Schwab was a genius?
No. Because he knew more about the manufacture of
steel than other people? Nonsense. Charles Schwab told
me himself that he had many men working for him who
knew more about the manufacture of steel than he did.

Schwab says that he was paid this salary largely because
of his ability to deal with people. I asked him how
he did it. Here is his secret set down in his own words
- words that ought to be cast in eternal bronze and hung
in every home and school, every shop and office in the
land - words that children ought to memorize instead of
wasting their time memorizing the conjugation of Latin
verbs or the amount of the annual rainfall in Brazil - words
that will all but transform your life and mine if we
will only live them:

“I consider my ability to arouse enthusiasm among my
people,” said Schwab, “the greatest asset I possess, and
the way to develop the best that is in a person is by
appreciation and encouragement.

“There is nothing else that so kills the ambitions of a
person as criticisms from superiors. I never criticize any-
one. I believe in giving a person incentive to work. So I
am anxious to praise but loath to find fault. If I like anything,
I am hearty in my approbation and lavish in my
praise. "

That is what Schwab did. But what do average people
do? The exact opposite. If they don’t like a thing, they
bawl out their subordinates; if they do like it, they say
nothing. As the old couplet says: “Once I did bad and
that I heard ever/Twice I did good, but that I heard
never.”

“In my wide association in life, meeting with many
and great people in various parts of the world,” Schwab
declared, “I have yet to find the person, however great
or exalted his station, who did not do better work and
put forth greater effort under a spirit of approval than he
would ever do under a spirit of criticism.”

That he said, frankly, was one of the outstanding reasons
for the phenomenal success of Andrew Carnegie.
Carnegie praised his associates publicly as well as pr-vately.

Carnegie wanted to praise his assistants even on his
tombstone. He wrote an epitaph for himself which read:
“Here lies one who knew how to get around him men
who were cleverer than himself:”

Sincere appreciation was one of the secrets of the first
John D. Rockefeller’s success in handling men. For example,
when one of his partners, Edward T. Bedford,
lost a million dollars for the firm by a bad buy in South
America, John D. might have criticized; but he knew
Bedford had done his best - and the incident was
closed. So Rockefeller found something to praise; he
congratulated Bedford because he had been able to save
60 percent of the money he had invested. “That’s splendid,"
said Rockefeller. “We don’t always do as well as
that upstairs.”

I have among my clippings a story that I know never
happened, but it illustrates a truth, so I’ll repeat it:

According to this silly story, a farm woman, at the end
of a heavy day’s work, set before her menfolks a heaping
pile of hay. And when they indignantly demanded
whether she had gone crazy, she replied: “Why, how
did I know you’d notice? I’ve been cooking for you men
for the last twenty years and in all that time I ain’t heard
no word to let me know you wasn’t just eating hay.”

When a study was made a few years ago on runaway
wives, what do you think was discovered to be the main
reason wives ran away? It was “lack of appreciation.”
And I’d bet that a similar study made of runaway husbands
would come out the same way. We often take our
spouses so much for granted that we never let them
know we appreciate them.

A member of one of our classes told of a request made
by his wife. She and a group of other women in her
church were involved in a self-improvement program.
She asked her husband to help her by listing six things
he believed she could do to help her become a better
wife. He reported to the class: “I was surprised by such
a request. Frankly, it would have been easy for me to list
six things I would like to change about her - my heavens,
she could have listed a thousand things she would
like to change about me - but I didn’t. I said to her, ‘Let
me think about it and give you an answer in the morning.’

“The next morning I got up very early and called the
florist and had them send six red roses to my wife with a
note saying: ‘I can’t think of six things I would like to
change about you. I love you the way you are.’

“When I arrived at home that evening, who do you
think greeted me at the door: That’s right. My wife! She
was almost in tears. Needless to say, I was extremely
glad I had not criticized her as she had requested.

“The following Sunday at church, after she had reported
the results of her assignment, several women
with whom she had been studying came up to me and
said, ‘That was the most considerate thing I have ever
heard.’ It was then I realized the power of appreciation.”

Florenz Ziegfeld, the most spectacular producer who
ever dazzled Broadway, gained his reputation by his
subtle ability to “glorify the American girl.” Time after
time, he took drab little creatures that no one ever
looked at twice and transformed them on the stage into
glamorous visions of mystery and seduction. Knowing
the value of appreciation and confidence, he made
women feel beautiful by the sheer power of his gallantry
and consideration. He was practical: he raised the salary
of chorus girls from thirty dollars a week to as high as
one hundred and seventy-five. And he was also chivalrous;
on opening night at the Follies, he sent telegrams
to the stars in the cast, and he deluged every chorus girl
in the show with American Beauty roses.

I once succumbed to the fad of fasting and went for six
days and nights without eating. It wasn’t difficult. I was
less hungry at the end of the sixth day than I was at the
end of the second. Yet I know, as you know, people who
would think they had committed a crime if they let their
families or employees go for six days without food; but
they will let them go for six days, and six weeks, and
sometimes sixty years without giving them the hearty
appreciation that they crave almost as much as they
crave food.

When Alfred Lunt, one of the great actors of his time,
played the leading role in Reunion in Vienna, he said,
“There is nothing I need so much as nourishment for my
self-esteem.”

We nourish the bodies of our children and friends and
employees, but how seldom do we nourish their selfesteem?
We provide them with roast beef and potatoes
to build energy, but we neglect to give them kind words
of appreciation that would sing in their memories for
years like the music of the morning stars.

Paul Harvey, in one of his radio broadcasts, “The Rest
of the Story,” told how showing sincere appreciation can
change a person’s life. He reported that years ago a
teacher in Detroit asked Stevie Morris to help her find a
mouse that was lost in the classroom. You see, she appreciated
the fact that nature had given Stevie something
no one else in the room had. Nature had given Stevie a
remarkable pair of ears to compensate for his blind eyes.
But this was really the first time Stevie had been shown
appreciation for those talented ears. Now, years later, he
says that this act of appreciation was the beginning of a
new life. You see, from that time on he developed his
gift of hearing and went on to become, under the stage
name of Stevie Wonder, one of the great pop singers and
and songwriters of the seventies.*

* Paul Aurandt, Paul Harvey’s The Rest of the Story (New York: Doubleday,
1977). Edited and compiled by Lynne Harvey. Copyright © by
Paulynne, Inc.

Some readers are saying right now as they read these
lines: “Oh, phooey! Flattery! Bear oil! I’ve tried that
stuff. It doesn’t work - not with intelligent people.”

Of course flattery seldom works with discerning people.
It is shallow, selfish and insincere. It ought to fail
and it usually does. True, some people are so hungry, so
thirsty, for appreciation that they will swallow anything,
just as a starving man will eat grass and fishworms.

Even Queen Victoria was susceptible to flattery.
Prime Minister Benjamin Disraeli confessed that he put
it on thick in dealing with the Queen. To use his exact
words, he said he “spread it on with a trowel.” But Disraeli
was one of the most polished, deft and adroit men
who ever ruled the far-flung British Empire. He was a
genius in his line. What would work for him wouldn’t
necessarily work for you and me. In the long run, flattery
will do you more harm than good. Flattery is counterfeit,
and like counterfeit money, it will eventually get you
into trouble if you pass it to someone else.

The difference between appreciation and flattery?
That is simple. One is sincere and the other insincere.
One comes from the heart out; the other from the teeth
out. One is unselfish; the other selfish. One is universally
admired; the other universally condemned.

I recently saw a bust of Mexican hero General Alvaro
Obregon in the Chapultepec palace in Mexico City.
Below the bust are carved these wise words from General
Obregon’s philosophy: “Don’t be afraid of enemies
who attack you. Be afraid of the friends who flatter you.”

No! No! No! I am not suggesting flattery! Far from it.
I’m talking about a new way of life. Let me repeat. I am
talking about a new way of life.

King George V had a set of six maxims displayed on
the walls of his study at Buckingham Palace. One of
these maxims said: “Teach me neither to proffer nor receive
cheap praise.” That’s all flattery is - cheap praise.
I once read a definition of flattery that may be worth
repeating: “Flattery is telling the other person precisely
what he thinks about himself.”

“Use what language you will,” said Ralph Waldo
Emerson, “you can never say anything but what you
are ."

If all we had to do was flatter, everybody would catch
on and we should all be experts in human relations.

When we are not engaged in thinking about some definite
problem, we usually spend about 95 percent of our
time thinking about ourselves. Now, if we stop thinking
about ourselves for a while and begin to think of the
other person’s good points, we won’t have to resort to
flattery so cheap and false that it can be spotted almost
before it is out of the mouth,

One of the most neglected virtues of our daily existence
is appreciation, Somehow, we neglect to praise
our son or daughter when he or she brings home a good
report card, and we fail to encourage our children when
they first succeed in baking a cake or building a birdhouse.

Nothing pleases children more than this kind of
parental interest and approval.

The next time you enjoy filet mignon at the club, send
word to the chef that it was excellently prepared, and
when a tired salesperson shows you unusual courtesy,
please mention it.

Every minister, lecturer and public speaker knows the
discouragement of pouring himself or herself out to an
audience and not receiving a single ripple of appreciative
comment. What applies to professionals applies
doubly to workers in offices, shops and factories and our
families and friends. In our interpersonal relations we
should never forget that all our associates are human
beings and hunger for appreciation. It is the legal tender
that all souls enjoy.

Try leaving a friendly trail of little sparks of gratitude
on your daily trips. You will be surprised how they will
set small flames of friendship that will be rose beacons
on your next visit.

Pamela Dunham of New Fairfield, Connecticut, had
among her responsibilities on her job the supervision of
a janitor who was doing a very poor job. The other employees
would jeer at him and litter the hallways to show
him what a bad job he was doing. It was so bad, productive
time was being lost in the shop.

Without success, Pam tried various ways to motivate
this person. She noticed that occasionally he did a particularly
good piece of work. She made a point to praise
him for it in front of the other people. Each day the job
he did all around got better, and pretty soon he started
doing all his work efficiently. Now he does an excellent
job and other people give him appreciation and recognition.
Honest appreciation got results where criticism
and ridicule failed.

Hurting people not only does not change them, it is
never called for. There is an old saying that I have cut
out and pasted on my mirror where I cannot help but
see it every day:

I shall pass this way but once; any good, therefore, that I
can do or any kindness that I can show to any human being,
let me do it now. Let me not defer nor neglect it, for I shall
not pass this way again.

Emerson said: “Every man I meet is my superior in
some way, In that, I learn of him.”

If that was true of Emerson, isn’t it likely to be a thousand
times more true of you and me? Let’s cease thinking
of our accomplishments, our wants. Let’s try to figure
out the other person’s good points. Then forget flattery.
Give honest, sincere appreciation. Be “hearty in your
approbation and lavish in your praise,” and people will
cherish your words and treasure them and repeat them
over a lifetime - repeat them years after you have forgotten
them.

PRINCIPLE 2
Give honest and sincere appreciation.

3
“HE WHO CAN DO THIS HAS THE
WHOLE WORLD WITH HIM.
HE WHO CANNOT WALKS
A LONELY WAY”

I often went fishing up in Maine during the summer.
Personally I am very fond of strawberries and cream, but
I have found that for some strange reason, fish prefer
worms. So when I went fishing, I didn’t think about what
I wanted. I thought about what they wanted. I didn’t
bait the hook with strawberries and cream. Rather, I dangled
a worm or a grasshopper in front of the fish and
said: “Wouldn’t you like to have that?”

Why not use the same common sense when fishing for
people?

That is what Lloyd George, Great Britain’s Prime Minister
during World War I, did. When someone asked him
how he managed to stay in power after the other wartime
leaders - Wilson, Orlando and Clemenceau - had been
forgotten, he replied that if his staying on top might be
attributed to any one thing, it would be to his having
learned that it was necessary to bait the hook to suit the
fish .

Why talk about what we want? That is childish. Absurd.
Of course, you are interested in what you want.
You are eternally interested in it. But no one else is. The
rest of us are just like you: we are interested in what we
want.

So the only way cm earth to influence other people is
to talk about what they want and show them how to get
it.

Remember that tomorrow when you are trying to get
somebody to do something. If, for example, you don’t
want your children to smoke, don’t preach at them, and
don’t talk about what you want; but show them that cigarettes
may keep them from making the basketball team
or winning the hundred-yard dash.

This is a good thing to remember regardless of
whether you are dealing with children or calves or chimpanzees.
For example: one day Ralph Waldo Emerson
and his son tried to get a calf into the barn. But they
made the common mistake of thinking only of what they
wanted: Emerson pushed and his son pulled. But the
calf was doing just what they were doing; he was thinking
only of what he wanted; so he stiffened his legs and
stubbornly refused to leave the pasture. The Irish housemaid
saw their predicament. She couldn’t write essays
and books; but, on this occasion at least, she had more
horse sense, or calf sense, than Emerson had. She
thought of what the calf wanted; so she put her maternal
finger in the calf’s mouth and let the calf suck her finger
as she gently led him into the barn.

Every act you have ever performed since the day you
were born was performed because you wanted something.
How about the time you gave a large contribution
to the Red Cross? Yes, that is no exception to the rule.
You gave the Red Cross the donation because you
wanted to lend a helping hand; you wanted to do a beautiful,
unselfish, divine act. " Inasmuch as ye have done it
unto one of the least of these my brethren, ye have done
it unto me.”

If you hadn’t wanted that feeling more than you
wanted your money, you would not have made the contribution.
Of course, you might have made the contribution
because you were ashamed to refuse or because a
customer asked you to do it. But one thing is certain. You
made the contribution because you wanted something.

Harry A, Overstreet in his illuminating book Influencing
Human Behavior said; “Action springs out of what
we fundamentally desire . . . and the best piece of advice
which can be given to would-be persuaders,
whether in business, in the home, in the school, in politics,
is: First, arouse in the other person an eager want.
He who can do this has the whole world with him. He
who cannot walks a lonely way.”

Andrew Carnegie, the poverty-stricken Scotch lad
who started to work at two cents an hour and finally gave
away $365 million, learned early in life that the only
way to influence people is to talk in terms of what the
other person wants. He attended school only four years;
yet he learned how to handle people.

To illustrate: His sister-in-law was worried sick over
her two boys. They were at Yale, and they were so busy
with their own affairs that they neglected to write home
and paid no attention whatever to their mother’s frantic
letters.

Then Carnegie offered to wager a hundred dollars that
he could get an answer by return mail, without even
asking for it. Someone called his bet; so he wrote his
nephews a chatty letter, mentioning casually in a post-script
that he was sending each one a five-dollar bill.

He neglected, however, to enclose the money.

Back came replies by return mail thanking “Dear
Uncle Andrew” for his kind note and-you can finish
the sentence yourself.

Another example of persuading comes from Stan
Novak of Cleveland, Ohio, a participant in our course.
Stan came home from work one evening to find his
youngest son, Tim, kicking and screaming on the living
room floor. He was to start kindergarten the next day and
was protesting that he would not go. Stan’s normal reaction
would have been to banish the child to his room
and tell him he’d just better make up his mind to go. He
had no choice. But tonight, recognizing that this would
not really help Tim start kindergarten in the best frame
of mind, Stan sat down and thought, “If I were Tim, why
would I be excited about going to kindergarten?” He
and his wife made a list of all the fun things Tim would
do such as finger painting, singing songs, making new
friends. Then they put them into action. “We all started
finger-painting on the kitchen table-my wife, Lil, my
other son Bob, and myself, all having fun. Soon Tim was
peeping around the corner. Next he was begging to participate.
‘Oh, no! You have to go to kindergarten first to
learn how to finger-paint.’ With all the enthusiasm I
could muster I went through the list talking in terms he
could understand-telling him all the fun he would
have in kindergarten. The next morning, I thought I was
the first one up. I went downstairs and found Tim sitting
sound asleep in the living room chair. ‘What are you
doing here?’ I asked. ‘I’m waiting to go to kindergarten.
I don’t want to be late.’ The enthusiasm of our entire
family had aroused in Tim an eager want that no amount
of discussion or threat could have possibly accomplished.”

Tomorrow you may want to persuade somebody to do
something. Before you speak, pause and ask yourself:
“How can I make this person want to do it?”

That question will stop us from rushing into a situation
heedlessly, with futile chatter about our desires.

At one time I rented the grand ballroom of a certain
New York hotel for twenty nights in each season in order
to hold a series of lectures.

At the beginning of one season, I was suddenly informed
that I should have to pay almost three times as
much rent as formerly. This news reached me after the
tickets had been printed and distributed and all announcements
had been made.

Naturally, I didn’t want to pay the increase, but what
was the use of talking to the hotel about what I wanted?
They were interested only in what they wanted. So a
couple of days later I went to see the manager.

"I was a bit shocked when I got your letter,” I said,
“but I don’t blame you at all. If I had been in your position,
I should probably have written a similar letter myself.
Your duty as the manager of the hotel is to make all
the profit possible. If you don’t do that, you will be fired
and you ought to be fired. Now, let’s take a piece of
paper and write down the advantages and the disadvantages
that will accrue to you, if you insist on this increase
in rent.”

Then I took a letterhead and ran a line through the
center and headed one column “Advantages” and the
other column “Disadvantages.”

I wrote down under the head “Advantages” these
words: “Ballroom free.” Then I went on to say: “You
will have the advantage of having the ballroom free to
rent for dances and conventions. That is a big advantage,
for affairs like that will pay you much more than you can
get for a series of lectures. If I tie your ballroom up
for twenty nights during the course of the season, it is
sure to mean a loss of some very profitable business to
you.

“Now, let’s ‘consider the disadvantages. First, instead
of increasing your income from me, you are going to
decrease it. In fact, you are going to wipe it out because
I cannot pay the rent you are asking. I shall be forced to
hold these lectures at some other place.

“There’s another disadvantage to you also. These lectures
attract crowds of educated and cultured people to
your hotel. That is good advertising for you, isn’t it? In
fact, if you spent five thousand dollars advertising in the
newspapers, you couldn’t bring as many people to look
at your hotel as I can bring by these lectures. That is
worth a lot to a hotel, isn’t it?” 

As I talked, I wrote these two “disadvantages” under
the proper heading, and handed the sheet of paper to
the manager, saying: "I wish you would carefully consider
both the advantages and disadvantages that are
going to accrue to you and then give me your final decision.”

I received a letter the next day, informing me that my
rent would be increased only 50 percent instead of 300
percent.

Mind you, I got this reduction without saying a word
about what I wanted. I talked all the time about what
the other person wanted and how he could get it.

Suppose I had done the human, natural thing; suppose
I had stormed into his office and said, “What do you
mean by raising my rent three hundred percent when
you know the tickets have been printed and the announcements
made? Three hundred percent! Ridiculous!
Absurd! I won’t pay it!”

What would have happened then? An argument would
have begun to steam and boil and sputter - and you
know how arguments end. Even if I had convinced him
that he was wrong, his pride would have made it difficult
for him to back down and give in.

Here is one of the best bits of advice ever given about
the fine art of human relationships. “If there is any one
secret of success,” said Henry Ford, “it lies in the ability
to get the other person’s point of view and see things
from that person’s angle as well as from your own.”

That is so good, I want to repeat it: "If there is any one
secret of success, it lies in the ability to get the other
person's point of view and see things from that person’s
angle as well as from your own.”

That is so simple, so obvious, that anyone ought to see
the truth of it at a glance; yet 90 percent of the people
on this earth ignore it 90 percent of the time.

An example? Look at the letters that come across your
desk tomorrow morning, and you will find that most of
them violate this important canon of common sense.
Take this one, a letter written by the head of the radio
department of an advertising agency with offices scattered
across the continent. This letter was sent to the
managers of local radio stations throughout the country.
(I have set down, in brackets, my reactions to each paragraph.)

Mr. John Blank,
Blankville,
Indiana

Dear Mr. Blank:
The ------ company desires to retain its position in advertising
agency leadership in the radio field.

[Who cares what your company desires? I am worried
about my own problems. The bank is foreclosing the
mortage on my house, the bugs are destroying the hollyhocks,
the stock market tumbled yesterday. I missed
the eight-fifteen this morning, I wasn’t invited to the
Jones’s dance last night, the doctor tells me I have high
blood pressure and neuritis and dandruff. And then what
happens? I come down to the office this morning worried,
open my mail and here is some little whippersnapper
off in New York yapping about what his company
wants. Bah! If he only realized what sort of impression
his letter makes, he would get out of the advertising
business and start manufacturing sheep dip.]

This agency’s national advertising accounts were the
bulwark of the network. Our subsequent clearances of
station time have kept us at the top of agencies year after
year.

[You are big and rich and right at the top, are you? So
what? I don’t give two whoops in Hades if you are as big
as General Motors and General Electric and the General
Staff of the U.S. Army all combined. If you had as much
sense as a half-witted hummingbird, you would realize
that I am interested in how big I am - not how big you
are. All this talk about your enormous success makes me
feel small and unimportant.]

We desire to service our accounts with the last word on
radio station information.

[You desire! You desire. You unmitigated ass. I’m not
interested in what you desire or what the President of
the United States desires. Let me tell you once and for
all that I am interested in what I desire - and you
haven’t said a word about that yet in this absurd letter of
yours .]

Will you, therefore, put the ---------- company on your
 preferred list for weekly station information - every single 
detail that will be useful to an agency in intelligently booking
time.

[“Preferred list.” You have your nerve! You make me
feel insignificant by your big talk about your company
- nd then you ask me to put you on a “preferred” list,
and you don’t even say “please” when you ask it.]

A prompt acknowledgment of this letter, giving us your
latest “doings,” will be mutually helpful.

[You fool! You mail me a cheap form letter - a letter
scattered far and wide like the autumn leaves - and you
have the gall to ask me, when I am worried about the
mortgage and the hollyhocks and my blood pressure, to
sit down and dictate a personal note acknowledging your
form letter - and you ask me to do it “promptly.” What
do you mean, “promptly”.? Don’t you know I am just as
busy as you are - or, at least, I like to think I am. And
while we are on the subject, who gave you the lordly
right to order me around? . . . You say it will be “mutually
helpful.” At last, at last, you have begun to see my
viewpoint. But you are vague about how it will be to my
advantage.]

Very truly yours,
John Doe
Manager Radio Department

P.S. The enclosed reprint from the Blankville Journal will
be of interest to you, and you may want to broadcast it over
your station.

[Finally, down here in the postscript, you mention
something that may help me solve one of my problems.
Why didn’t you begin your letter with - but what’s the
use? Any advertising man who is guilty of perpetrating
such drivel as you have sent me has something wrong
with his medulla oblongata. You don’t need a letter giving
our latest doings. What you need is a quart of iodine
in your thyroid gland.]

Now, if people who devote their lives to advertising
and who pose as experts in the art of influencing people
to buy - if they write a letter like that, what can we expect
from the butcher and baker or the auto mechanic?

Here is another letter, written by the superintendent
of a large freight terminal to a student of this course,
Edward Vermylen. What effect did this letter have on
the man to whom it was addressed? Read it and then I'll
tell you.

A. Zerega’s Sons, Inc.
28 Front St.
Brooklyn, N.Y. 11201
Attention: Mr. Edward Vermylen
Gentlemen:

The operations at our outbound-rail-receiving station are
handicapped because a material percentage of the total
business is delivered us in the late afternoon. This condition
results in congestion, overtime on the part of our forces,
delays to trucks, and in some cases delays to freight. On
November 10, we received from your company a lot of 510
pieces, which reached here at 4:20 P.M.

We solicit your cooperation toward overcoming the undesirable
effects arising from late receipt of freight. May we
ask that, on days on which you ship the volume which was
received on the above date, effort be made either to get the
truck here earlier or to deliver us part of the freight during
the morning?

The advantage that would accrue to you under such an
arrangement would be that of more expeditious discharge
of your trucks and the assurance that your business would
go forward on the date of its receipt.

Very truly yours,
J----- B ----- Supt.

After reading this letter, Mr. Vermylen, sales manager
for A. Zerega’s Sons, Inc., sent it to me with the following
comment:

This letter had the reverse effect from that which was
intended. The letter begins by describing the Terminal’s
difficulties, in which we are not interested, generally speaking.
Our cooperation is then requested without any thought
as to whether it would inconvenience us, and then, finally,
in the last paragraph, the fact is mentioned that if we do
cooperate it will mean more expeditious discharge of our
trucks with the assurance that our freight will go forward on
the date of its receipt.

In other words, that in which we are most interested is
mentioned last and the whole effect is one of raising a spirit
of antagonism rather than of cooperation.

Let’s see if we can’t rewrite and improve this letter.
Let’s not waste any time talking about our problems. As
Henry Ford admonishes, let’s “get the other person’s
point of view and see things from his or her angle, as
well as from our own.”

Here is one way of revising the letter. It may not be
the best way, but isn’t it an improvement?

Mr. Edward Vermylen
% A. Zerega’s Sons, Inc.
28 Front St.
Brooklyn, N.Y. 11201

Dear Mr. Vermylen:

Your company has been one of our good customers for
fourteen years. Naturally, we are very grateful for your patronage
and are eager to give you the speedy, efficient service
you deserve. However, we regret to say that it isn’t
possible for us to do that when your trucks bring us a large
shipment late in the afternoon, as they did on November
10. Why? Because many other customers make late afternoon
deliveries also. Naturally, that causes congestion. That
means your trucks are held up unavoidably at the pier and
sometimes even your freight is delayed.

That’s bad, but it can be avoided. If you make your deliveries
at the pier in the morning when possible, your trucks
will be able to keep moving, your freight will get immediate
attention, and our workers will get home early at night to
enjoy a dinner of the delicious macaroni and noodles that
you manufacture.

Regardless of when your shipments arrive, we shall always
cheerfully do all in our power to serve you promptly.
You are busy. Please don’t trouble to answer this note.

Yours truly,
J----- B-----, supt.

Barbara Anderson, who worked in a bank in New
York, desired to move to Phoenix, Arizona, because of
the health of her son. Using the principles she had
learned in our course, she wrote the following letter to
twelve banks in Phoenix:

Dear Sir:

My ten years of bank experience should be of interest to
a rapidly growing bank like yours.

In various capacities in bank operations with the Bankers
Trust Company in New York, leading to my present assignment
as Branch Manager, I have acquired skills in all
phases of banking including depositor relations, credits,
loans and administration.

I will be relocating to Phoenix in May and I am sure I can
contribute to your growth and profit. I will be in Phoenix
the week of April 3 and would appreciate the opportunity
to show you how I can help your bank meet its goals.

Sincerely,
Barbara L. Anderson

Do you think Mrs. Anderson received any response
from that letter? Eleven of the twelve banks invited her
to be interviewed, and she had a choice of which bank’s
offer to accept. Why? Mrs. Anderson did not state what
she wanted, but wrote in the letter how she could help
them, and focused on their wants, not her own.

Thousands of salespeople are pounding the pavements
today, tired, discouraged and underpaid. Why?
Because they are always thinking only of what they
want. They don’t realize that neither you nor I want to
buy anything. If we did, we would go out and buy it. But
both of us are eternally interested in solving our problems.
And if salespeople can show us how their services
or merchandise will help us solve our problems, they
won’t need to sell us. We’ll buy. And customers like to
feel that they are buying - not being sold.

Yet many salespeople spend a lifetime in selling without
seeing things from the customer’s angle. For example,
for many years I lived in Forest Hills, a little
community of private homes in the center of Greater
New York. One day as I was rushing to the station, I
chanced to meet a real-estate operator who had bought
and sold property in that area for many years. He knew
Forest Hills well, so I hurriedly asked him whether or
not my stucco house was built with metal lath or hollow
tile. He said he didn’t know and told me what I already
knew - that I could find out by calling the Forest Hills
Garden Association. The following morning, I received
a letter from him. Did he give me the information I
wanted? He could have gotten it in sixty seconds by a
telephone call. But he didn’t. He told me again that I
could get it by telephoning, and then asked me to let
him handle my insurance.

He was not interested in helping me. He was interested
only in helping himself.

J. Howard Lucas of Birmingham, Alabama, tells how
two salespeople from the same company handled the
same type of situation, He reported:

“Several years ago I was on the management team of
a small company. Headquartered near us was the district
office of a large insurance company. Their agents were
assigned territories, and our company was assigned to
two agents, whom I shall refer to as Carl and John.

“One morning, Carl dropped by our office and casually
mentioned that his company had just introduced a
new life insurance policy for executives and thought we
might be interested later on and he would get back to us
when he had more information on it.

“The same day, John saw us on the sidewalk while
returning from a coffee break, and he shouted: ‘Hey
Luke, hold up, I have some great news for you fellows.’
He hurried over and very excitedly told us about an executive
life insurance policy his company had introduced
that very day. (It was the same policy that Carl
had casually mentioned.) He wanted us to have one of
the first issued. He gave us a few important facts about
the coverage and ended saying, ‘The policy is so new,
I’m going to have someone from the home office come
out tomorrow and explain it. Now, in the meantime, let’s
get the applications signed and on the way so he can
have more information to work with.’ His enthusiasm
aroused in us an eager want for this policy even though
we still did not have details, When they were made
available to us, they confirmed John’s initial understanding
of the policy, and he not only sold each of us a policy,
but later doubled our coverage.

“Carl could have had those sales, but he made no effort
to arouse in us any desire for the policies.”

The world is full of people who are grabbing and self-seeking.
So the rare individual who unselfishly tries to
serve others has an enormous advantage. He has little
competition. Owen D. Young, a noted lawyer and one of
America’s great business leaders, once said: “People
who can put themselves in the place of other people
who can understand the workings of their minds, need
never worry about what the future has in store for
them.”

If out of reading this book you get just one thing - an
increased tendency to think always in terms of other
people’s point of view, and see things from their angle
- if you get that one thing out of this book, it may
easily prove to be one of the building blocks of your
career.

Looking at the other person’s point of view and arousing
in him an eager want for something is not to be
construed as manipulating that person so that he will do
something that is only for your benefit and his detriment.
Each party should gain from the negotiation. In the letters
to Mr. Vermylen, both the sender and the receiver
of the correspondence gained by implementing what
was suggested. Both the bank and Mrs. Anderson won
by her letter in that the bank obtained a valuable employee
and Mrs. Anderson a suitable job. And in the
example of John’s sale of insurance to Mr. Lucas, both
gained through this transaction.

Another example in which everybody gains through
this principle of arousing an eager want comes from Michael
E. Whidden of Warwick, Rhode Island, who is a
territory salesman for the Shell Oil Company. Mike
wanted to become the Number One salesperson in his
district, but one service station was holding him back. It
was run by an older man who could not be motivated to
clean up his station. It was in such poor shape that sales
were declining significantly.

This manager would not listen to any of Mike’s pleas
to upgrade the station. After many exhortations and
heart-to-heart talks - all of which had no impact - Mike
decided to invite the manager to visit the newest Shell
station in his territory.

The manager was so impressed by the facilities at the
new station that when Mike visited him the next time,
his station was cleaned up and had recorded a sales increase.
This enabled Mike to reach the Number One
spot in his district. All his talking and discussion hadn’t
helped, but by arousing an eager want in the manager,
by showing him the modern station, he had accomplished
his goal, and both the manager and Mike benefited.

Most people go through college and learn to read Virgil
and master the mysteries of calculus without ever
discovering how their own minds function. For instance:
I once gave a course in Effective Speaking for the young
college graduates who were entering the employ of the
Carrier Corporation, the large air-conditioner manufacturer.
One of the participants wanted to persuade the
others to play basketball in their free time, and this is
about what he said: "I want you to come out and play
basketball. I like to play basketball, but the last few
times I’ve been to the gymnasium there haven’t been
enough people to get up a game. Two or three of us got
to throwing the ball around the other night - and I got a
black eye. I wish all of you would come down tomorrow
night. I want to play basketball.”

Did he talk about anything you want? You don’t want
to go to a gymnasium that no one else goes to, do you?
You don’t care about what he wants. You don’t want to
get a black eye.

Could he have shown you how to get the things you
want by using the gymnasium? Surely. More pep.
Keener edge to the appetite. Clearer brain. Fun. Games.
Basketball.

To repeat Professor Overstreet’s wise advice: First,
arouse in the other person an eager want He who can
do this has the whole world with him. He who cannot
walks a lonely way.

One of the students in the author’s training course was
worried about his little boy. The child was underweight
and refused to eat properly. His parents used the usual
method. They scolded and nagged. “Mother wants you
to eat this and that.” "Father wants you to grow up to be
a big man.” 

Did the boy pay any attention to these pleas? Just
about as much as you pay to one fleck of sand on a sandy
beach.

No one with a trace of horse sense would expect a
child three years old to react to the viewpoint of a father
thirty years old. Yet that was precisely what that father
had expected. It was absurd. He finally saw that. So he
said to himself: “What does that boy want? How can I
tie up what I want to what he wants?”

It was easy for the father when he starting thinking
about it. His boy had a tricycle that he loved to ride up
and down the sidewalk in front of the house in Brooklyn.
A few doors down the street lived a bully - a bigger boy
who would pull the little boy off his tricycle and ride it
himself.

Naturally, the little boy would run screaming to his
mother, and she would have to come out and take the
bully off the tricycle and put her little boy on again, This
happened almost every day.

What did the little boy want? It didn’t take a Sherlock
Holmes to answer that one. His pride, his anger, his
desire for a feeling of importance - all the strongest
emotions in his makeup - goaded him to get revenge, to
smash the bully in the nose. And when his father explained
that the boy would be able to wallop the daylights
out of the bigger kid someday if he would only eat
the things his mother wanted him to eat - when his father
promised him that - there was no longer any problem
of dietetics. That boy would have eaten spinach,
sauerkraut, salt mackerel - anything in order to be big
enough to whip the bully who had humiliated him so
often.

After solving that problem, the parents tackled another: 
the little boy had the unholy habit of wetting his bed.

He slept with his grandmother. In the morning, his
grandmother would wake up and feel the sheet and say:
“Look, Johnny, what you did again last night.”

He would say: “No, I didn’t do it. You did it.”

Scolding, spanking, shaming him, reiterating that the
parents didn’t want him to do it - none of these things
kept the bed dry. So the parents asked: “How can we
make this boy want to stop wetting his bed?”

What were his wants? First, he wanted to wear pajamas
like Daddy instead of wearing a nightgown like
Grandmother. Grandmother was getting fed up with his
nocturnal iniquities, so she gladly offered to buy him a
pair of pajamas if he would reform. Second, he wanted a
bed of his own. Grandma didn’t object.

His mother took him to a department store in Brooklyn,
winked at the salesgirl, and said: “Here is a little
gentleman who would like to do some shopping.”

The salesgirl made him feel important by saying:
“Young man, what can I show you?”

He stood a couple of inches taller and said: “I want to
buy a bed for myself.”

When he was shown the one his mother wanted him
to buy, she winked at the salesgirl and the boy was persuaded
to buy it.

The bed was delivered the next day; and that night,
when Father came home, the little boy ran to the door
shouting: “Daddy! Daddy! Come upstairs and see my
bed that I bought!”

The father, looking at the bed, obeyed Charles
Schwab’s injunction: he was “hearty in his approbation
and lavish in his praise.”

“You are not going to wet this bed, are you?” the father
said. " Oh, no, no! I am not going to wet this bed.” The boy
kept his promise, for his pride was involved. That was
his bed. He and he alone had bought it. And he was
wearing pajamas now like a little man. He wanted to act
like a man. And he did.

Another father, K. T. Dutschmann, a telephone engineer,
a student of this course, couldn’t get his three-year
old daughter to eat breakfast food. The usual scolding,
pleading, coaxing methods had all ended in futility. So
the parents asked themselves: “How can we make her
want to do it?”

The little girl loved to imitate her mother, to feel big
and grown up; so one morning they put her on a chair
and let her make the breakfast food. At just the psychological
moment, Father drifted into the kitchen while
she was stirring the cereal and she said: “Oh, look,
Daddy, I am making the cereal this morning.”

She ate two helpings of the cereal without any coaxing,
because she was interested in it. She had achieved
a feeling of importance; she had found in making the
cereal an avenue of self-expression.

William Winter once remarked that "self-expression is
the dominant necessity of human nature.” Why can’t we
adapt this same psychology to business dealings? When
we have a brilliant idea, instead of making others think
it is ours, why not let them cook and stir the idea themselves.
They will then regard it as their own; they will
like it and maybe eat a couple of helpings of it.

Remember: “First, arouse in the other person an eager
want. He who can do this has the whole world with him.
He who cannot walks a lonely way."

PRINCIPLE 3
Arouse in the other person an eager want.

In a Nutshell	
FUNDAMENTAL TECHNIQUES IN
HANDLING PEOPLE

PRINCIPLE 1
Don’t criticize, condemn or complain.

PRINCIPLE 2
Give honest and sincere appreciation.

PRINCIPLE 3
Arouse in the other person an eager want.

	PART TWO
Ways to Make People
Like You

1
DO THIS AND YOU’LL BE WELCOME
ANYWHERE

Why read this book to find out how to win friends? Why
not study the technique of the greatest winner of friends
the world has ever known? Who is he? You may meet
him tomorrow coming down the street. When you get
within ten feet of him, he will begin to wag his tail. If
you stop and pat him, he will almost jump out of his skin
to show you how much he likes you. And you know that
behind this show of affection on his part, there are no
ulterior motives: he doesn’t want to sell you any real
estate, and he doesn’t want to marry you.

Did you ever stop to think that a dog is the only animal
that doesn’t have to work for a living? A hen has to lay
eggs, a cow has to give milk, and a canary has to sing.
But a dog makes his living by giving you nothing but
love.

When I was five years old, my father bought a little
yellow-haired pup for fifty cents. He was the light and
joy of my childhood. Every afternoon about four-thirty,
he would sit in the front yard with his beautiful eyes
staring steadfastly at the path, and as soon as he heard 
my voice or saw me swinging my dinner pail through
the buck brush, he was off like a shot, racing breathlessly
up the hill to greet me with leaps of joy and barks of
sheer ecstasy.

Tippy was my constant companion for five years. Then
one tragic night - I shall never forget it - he was killed
within ten feet of my head, killed by lightning. Tippy’s
death was the tragedy of my boyhood.

You never read a book on psychology, Tippy. You
didn’t need to. You knew by some divine instinct that
you can make more friends in two months by becoming
genuinely interested in other people than you can in two
years by trying to get other people interested in you. Let
me repeat that. You can make more friends in two
months by becoming interested in other people than you
can in two years by trying to get other people interested
in you.

Yet I know and you know people who blunder through
life trying to wigwag other people into becoming interested
in them.

Of course, it doesn’t work. People are not interested
in you. They are not interested in me. They are interested
in themselves - morning, noon and after dinner.

The New York Telephone Company made a detailed
study of telephone conversations to find out which word
is the most frequently used. You have guessed it: it is
the personal pronoun “I.” “I.” I.” It was used 3,900
times in 500 telephone conversations. "I.” “I.” “I.” "I.”
When you see a group photograph that you are in,
whose picture do you look for first?

If we merely try to impress people and get people
interested in us, we will never have many true, sincere
friends. Friends, real friends, are not made that way.

Napoleon tried it, and in his last meeting with Josephine
he said: “Josephine, I have been as fortunate as
any man ever was on this earth; and yet, at this hour, you
are the only person in the world on whom I can rely.”
And historians doubt whether he could rely even on
her.

Alfred Adler, the famous Viennese psychologist, wrote
a book entitled What Life Should Mean to You. In that
book he says: “It is the individual who is not interested
in his fellow men who has the greatest difficulties in life
and provides the greatest injury to others. It is from
among such individuals that all human failures spring.”

You may read scores of erudite tomes on psychology
without coming across a statement more significant for
you and for me. Adler’s statement is so rich with meaning
that I am going to repeat it in italics:

It is the individual who is not interested in his fellow
men who has the greatest difjculties in life and provides
the greutest injury to others. It is from umong such individuals
that all humun failures spring.

I once took a course in short-story writing at New York
University, and during that course the editor of a leading
magazine talked to our class. He said he could pick up
any one of the dozens of stories that drifted across his
desk every day and after reading a few paragraphs he
could feel whether or not the author liked people. “If
the author doesn’t like people,” he said, “people won’t
like his or her stories.”

This hard-boiled editor stopped twice in the course of
his talk on fiction writing and apologized for preaching
a sermon. “I am telling you,” he said, “the same things
your preacher would tell you, but remember, you have
to be interested in people if you want to be a successful
writer of stories.”

If that is true of writing fiction, you can be sure it is
true of dealing with people face-to-face.

I spent an evening in the dressing room of Howard
Thurston the last time he appeared on Broadway - 
Thurston was the acknowledged dean of magicians. For forty
years he had traveled all over the world, time and again,
creating illusions, mystifying audiences, and making
people gasp with astonishment. More than 60 million
people had paid admission to his show, and he had made
almost $2 million in profit.

I asked Mr. Thurston to tell me the secret of his success.
His schooling certainly had nothing to do with it,
for he ran away from home as a small boy, became a
hobo, rode in boxcars, slept in haystacks, begged his
food from door to door, and learned to read by looking
out of boxcars at signs along the railway.

Did he have a superior knowledge of magic? No, he
told me hundreds of books had been written about legerdemain
and scores of people knew as much about it as
he did. But he had two things that the others didn’t have.
First, he had the ability to put his personality across the
footlights. He was a master showman. He knew human
nature. Everything he did, every gesture, every intonation
of his voice, every lifting of an eyebrow had been
carefully rehearsed in advance, and his actions were
timed to split seconds. But, in addition to that, Thurston
had a genuine interest in people. He told me that many
magicians would look at the audience and say to themselves,
“Well, there is a bunch of suckers out there, a
bunch of hicks; I’ll fool them all right.” But Thurston’s
method was totally different. He told me that every time
he went on stage he said to himself: “I am grateful because
these people come to see me, They make it possible
for me to make my living in a very agreeable way.
I’m going to give them the very best I possibly can.”

He declared he never stepped in front of the footlights
without first saying to himself over and over: “I love my
audience. I love my audience.” Ridiculous? Absurd?
You are privileged to think anything you like. I am
merely passing it on to you without comment as a recipe
used by one of the most famous magicians of all time.

George Dyke of North Warren, Pennsylvania, was
forced to retire from his service station business after
thirty years when a new highway was constructed over
the site of his station. It wasn’t long before the idle days
of retirement began to bore him, so he started filling in
his time trying to play music on his old fiddle. Soon he
was traveling the area to listen to music and talk with
many of the accomplished fiddlers. In his humble and
friendly way he became generally interested in learning
the background and interests of every musician he met.
Although he was not a great fiddler himself, he made
many friends in this pursuit. He attended competitions
and soon became known to the country music fans in the
eastern part of the United States as “Uncle George, the
Fiddle Scraper from Kinzua County.” When we heard
Uncle George, he was seventy-two and enjoying every
minute of his life. By having a sustained interest in other
people, he created a new life for himself at a time when
most people consider their productive years over.

That, too, was one of the secrets of Theodore Roosevelt’s
astonishing popularity. Even his servants loved
him. His valet, James E. Amos, wrote a book about him
entitled Theodore Roosevelt, Hero to His Valet. In that
book Amos relates this illuminating incident:

My wife one time asked the President about a bobwhite.
She had never seen one and he described it to her fully.
Sometime later, the telephone at our cottage rang. [Amos
and his wife lived in a little cottage on the Roosevelt estate
at Oyster Bay.] My wife answered it and it was Mr. Roosevelt
himself. He had called her, he said, to tell her that there
was a bobwhite outside her window and that if she would
look out she might see it. Little things like that were so
characteristic of him. Whenever he went by our cottage,
even though we were out of sight, we would hear him call
out: “Oo-oo-oo, Annie?” or “Oo-oo-oo, James!” It was just a
friendly greeting as he went by.

How could employees keep from liking a man like
that? How could anyone keep from liking him?
Roosevelt called at the White House one day when
the President and Mrs. Taft were away. His honest liking
for humble people was shown by the fact that he
greeted all the old White House servants by name, even
the scullery maids.

“When he saw Alice, the kitchen maid,” writes Archie
Butt, “he asked her if she still made corn bread. Alice
told him that she sometimes made it for the servants, but
no one ate it upstairs.

"‘They show bad taste,’ Roosevelt boomed, ‘and I’ll
tell the President so when I see him.’

“Alice brought a piece to him on a plate, and he went
over to the office eating it as he went and greeting gardeners
and laborers as he passed. . . 

“He addressed each person just as he had addressed
them in the past. Ike Hoover, who had been head usher
at the White House for forty years, said with tears in his
eyes: ‘It is the only happy day we had in nearly two
years, and not one of us would exchange it for a hundred-dollar
bill.’ ”

The same concern for the seemingly unimportant people
helped sales representative Edward M. Sykes, Jr., of
Chatham, New Jersey, retain an account. “Many years
ago,” he reported, “I called on customers for Johnson
and Johnson in the Massachusetts area. One account was
a drug store in Hingham. Whenever I went into this
store I would always talk to the soda clerk and sales
clerk for a few minutes before talking to the owner to
obtain his order. One day I went up to the owner of the
store, and he told me to leave as he was not interested in
buying J&J products anymore because he felt they were
concentrating their activities on food and discount stores
to the detriment of the small drugstore. I left with my
tail between my legs and drove around the town for several
hours. Finally, I decided to go back and try at least
to explain our position to the owner of the store.

“When I returned I walked in and as usual said hello
to the soda clerk and sales clerk. When I walked up to
the owner, he smiled at me and welcomed me back. He
then gave me double the usual order, I looked at him
with surprise and asked him what had happened since
my visit only a few hours earlier. He pointed to the
young man at the soda fountain and said that after I had
left, the boy had come over and said that I was one of the
few salespeople that called on the store that even bothered
to say hello to him and to the others in the store. He
told the owner that if any salesperson deserved his business,
it was I. The owner agreed and remained a loyal
customer. I never forgot that to be genuinely interested
in other people is a most important quality for a sales-person
to possess - for any person, for that matter.”

I have discovered from personal experience that one
can win the attention and time and cooperation of even
the most sought-after people by becoming genuinely interested
in them. Let me illustrate.

Years ago I conducted a course in fiction writing at the
Brooklyn Institute of Arts and Sciences, and we wanted
such distinguished and busy authors as Kathleen Norris,
Fannie Hurst, Ida Tarbell, Albert Payson Terhune and
Rupert Hughes to come to Brooklyn and give us the
benefit of their experiences. So we wrote them, saying
we admired their work and were deeply interested in
getting their advice and learning the secrets of their success.

Each of these letters was signed by about a hundred
and fifty students. We said we realized that these authors
were busy - too busy to prepare a lecture. So we enclosed
a list of questions for them to answer about themselves
and their methods of work. They liked that. Who
wouldn’t like it? So they left their homes and traveled to
Brooklyn to give us a helping hand.

By using the same method, I persuaded Leslie M.
Shaw, secretary of the treasury in Theodore Roosevelt’s
cabinet; George W. Wickersham, attorney general in
Taft’s cabinet; William Jennings Bryan; Franklin D.
Roosevelt and many other prominent men to come to
talk to the students of my courses in public speaking.

All of us, be we workers in a factory, clerks in an office
or even a king upon his throne - all of us like people
who admire us. Take the German Kaiser, for example. At
the close of World War I he was probably the most savagely
and universally despised man on this earth. Even
his own nation turned against him when he fled over
into Holland to save his neck. The hatred against him
was so intense that millions of people would have loved
to tear him limb from limb or burn him at the stake. In
the midst of all this forest fire of fury, one little boy wrote
the Kaiser a simple, sincere letter glowing with kindliness
and admiration. This little boy said that no matter
what the others thought, he would always love Wilhelm
as his Emperor. The Kaiser was deeply touched by his
letter and invited the little boy to come to see him. The
boy came, so did his mother - and the Kaiser married
her. That little boy didn’t need to read a book on how to
win friends and influence people. He knew how instinctively.

If we want to make friends, let’s put ourselves out to
do things for other people - things that require time, energy,
unselfishness and thoughtfulness. When the Duke
of Windsor was Prince of Wales, he was scheduled to
tour South America, and before he started out on that
tour he spent months studying Spanish so that he could
make public talks in the language of the country; and
the South Americans loved him for it.

For years I made it a point to find out the birthdays of
my friends. How? Although I haven’t the foggiest bit of
faith in astrology, I began by asking the other party
whether he believed the date of one’s birth has anything
to do with character and disposition. I then asked him or
her to tell me the month and day of birth. If he or she
said November 24, for example, I kept repeating to myself,
“November 24, November 24.” The minute my
friend’s back was turned, I wrote down the name and
birthday and later would transfer it to a birthday book.
At the beginning of each year, I had these birthday dates
scheduled in my calendar pad so that they came to my
attention automatically. When the natal day arrived,
there was my letter or telegram. What a hit it made! I
was frequently the only person on earth who remembered.

If we want to make friends, let’s greet people with
animation and enthusiasm. When somebody calls you on
the telephone use the same psychology. Say “Hello” in
tones that bespeak how pleased YOU are to have the person
call. Many companies train their telephone operatars
to greet all callers in a tone of voice that radiates
interest and enthusiasm. The caller feels the company is
concerned about them. Let’s remember that when we
answer the telephone tomorrow.

Showing a genuine interest in others not only wins
friends for you, but may develop in its customers a loyalty
to your company. In an issue of the publication of
the National Bank of North America of New York, the
following letter from Madeline Rosedale, a depositor,
was published: *

* Eagle, publication of the Natirmal Bank of North America, h-ew York,
March 31, 1978.

“I would like you to know how much I appreciate
your staff. Everyone is so courteous, polite and helpful.
What a pleasure it is, after waiting on a long line, to have
the teller greet you pleasantly.

“Last year my mother was hospitalized for five
months. Frequently I went to Marie Petrucello, a teller.
She was concerned about my mother and inquired about
her progress.”

Is there any doubt that Mrs. Rosedale will continue to
use this bank?

Charles R. Walters, of one of the large banks in New
York City, was assigned to prepare a confidential report
on a certain corporation. He knew of only one person
who possessed the facts he needed so urgently. As Mr.
Walters was ushered into the president’s office, a young
woman stuck her head through a door and told the president
that she didn’t have any stamps for him that day.

"I am collecting stamps for my twelve-year-old son,”
the president explained to Mr. Walters.

Mr. Walters stated his mission and began asking questions.
The president was vague, general, nebulous. He
didn’t want to talk, and apparently nothing could persuade
him to talk. The interview was brief and barren.

“Frankly, I didn’t know what to do,” Mr. Walters said
as he related the story to the class. “Then I remembered
what his secretary had said to him - stamps, twelve-year-
old son. . . And I also recalled that the foreign department
of our bank collected stamps - stamps taken
from letters pouring in from every continent washed by
the seven seas.

“The next afternoon I called on this man and sent in
word that I had some stamps for his boy. Was I ushered
in with enthusiasm? Yes sir, He couldn’t have shaken
my hand with more enthusiasm if he had been running
for Congress. He radiated smiles and good will. ‘My
George will love this one,’ he kept saying as he fondled
the stamps. ‘And look at this! This is a treasure.’

“We spent half an hour talking stamps and looking at
a picture of his boy, and he then devoted more than an
hour of his time to giving me every bit of information I
wanted - without my even suggesting that he do it. He
told me all he knew, and then called in his subordinates
and questioned them. He telephoned some of his associates.
He loaded me down with facts, figures, reports
and correspondence. In the parlance of newspaper reporters,
I had a scoop.”

Here is another illustration:

C. M. Knaphle, Jr., of Philadelphia had tried for years
to sell fuel to a large chain-store organization. But the
chain-store company continued to purchase its fuel from
an out-of-town dealer and haul it right past the door of
Knaphle’s office. Mr, Knaphle made a speech one night
before one of my classes, pouring out his hot wrath
upon chain stores, branding them as a curse to the
nation.

And still he wondered why he couldn’t sell them.

I suggested that he try different tactics. To put it
briefly, this is what happened. We staged a debate between
members of the course on whether the spread of
the chain store is doing the country more harm than
good.

Knaphle, at my suggestion, took the negative side; he
agreed to defend the chain stores, and then went straight
to an executive of the chain-store organization that he
despised and said: “I am not here to try to sell fuel. I
have come to ask you to do me a favor.” He then told
about his debate and said, “I have come to you for help
because I can’t think of anyone else who would be more
capable of giving me the facts I want. I’m anxious to win
this debate, and I’ll deeply appreciate whatever help
you can give me.”

Here is the rest of the story in Mr. Knaphle’s own
words:

I had asked this man for precisely one minute of his time.
It was with that understanding that he consented to see me.
After I had stated my case, he motioned me to a chair and
talked to me for exactly one hour and forty-seven minutes.
He called in another executive who had written a book on
chain stores. He wrote to the National Chain Store Association
and secured for me a copy of a debate on the subject.
He feels that the chain store is rendering a real service to
humanity. He is proud of what he is doing for hundreds of
communities. His eyes fairly glowed as he talked, and I
must confess that he opened my eyes to things I had never
even dreamed of. He changed my whole mental attitude.
As I was leaving, he walked with me to the door, put his
arm around my shoulder, wished me well in my debate, and
asked me to stop in and see him again and let him know
how I made out. The last words he said to me were: “Please
see me again later in the spring. I should like to place an
order with you for fuel.”

To me that was almost a miracle. Here he was offering to
buy fuel without my even suggesting it. I had made more
headway in two hours by becoming genuinely interested in
him and his problems than I could have made in ten years
trying to get him interested in me and my product.

You didn’t discover a new truth, Mr. Knaphle, for a
long time ago, a hundred years before Christ was born
a famous old Roman poet, Publilius Syrus, remarked;
“We are interested in others when they are interested in us."

A show of interest, as with every other principle of
human relations, must be sincere. It must pay off not
only for the person showing the interest, but for the person
receiving the attention. It is a two-way street-both
parties benefit.

Martin Ginsberg, who took our Course in Long Island
New York, reported how the special interest a nurse took
in him profoundly affected his life:

“It was Thanksgiving Day and I was ten years old. I
was in a welfare ward of a city hospital and was scheduled
to undergo major orthopedic surgery the next day.
I knew that I could only look forward to months of confinement,
convalescence and pain. My father was dead;
my mother and I lived alone in a small apartment and
we were on welfare. My mother was unable to visit me
that day.

“As the day went on, I became overwhelmed with the
feeling of loneliness, despair and fear. I knew my
mother was home alone worrying about me, not having
anyone to be with, not having anyone to eat with and not
even having enough money to afford a Thanksgiving
Day dinner.

“The tears welled up in my eyes, and I stuck my head
under the pillow and pulled the covers over it, I cried
silently, but oh so bitterly, so much that my body racked
with pain.

“A young student nurse heard my sobbing and came
over to me. She took the covers off my face and started
wiping my tears. She told me how lonely she was, having
to work that day and not being able to be with her
family. She asked me whether I would have dinner with
her. She brought two trays of food: sliced turkey, mashed
a potatoes, cranberry sauce and ice cream for dessert. She
talked to me and tried to calm my fears. Even though
she was scheduled to go off duty at 4 P.M., she stayed on
her own time until almost 11 P.M. She played games
with me, talked to me and stayed with me until I finally
fell asleep.

“Many Thanksgivings have come and gone since I
was ten, but one never passes without me remembering
that particular one and my feelings of frustration, fear,
loneliness and the warmth and tenderness of the
stranger that somehow made it all bearable.”

If you want others to like you, if you want to develop
real friendships, if you want to help others at the
same time as you help yourself, keep this principle in
mind:

PRINCIPLE 1
Become genuinely interested in other people.

2
A SIMPLE WAY TO MAKE A GOOD
FIRST IMPRESSION

At a dinner party in New York, one of the guests, a
woman who had inherited money, was eager to make
a pleasing impression on everyone. She had squandered
a modest fortune on sables, diamonds and pearls. But
she hadn’t done anything whatever about her face. It
radiated sourness and selfishness. She didn’t realize
what everyone knows: namely, that the expression one
wears on one’s face is far more important than the
clothes one wears on one’s back.

Charles Schwab told me his smile had been worth a
million dollars. And he was probably understating the
truth. For Schwab’s personality, his charm, his ability to
make people like him, were almost wholly responsible
for his extraordinary success; and one of the most delightful
factors in his personality was his captivating
smile.

Actions speak louder than words, and a smile says, “I
like you, You make me happy. I am glad to see you.”
That is why dogs make such a hit. They are so glad to
see us that they almost jump out of their skins. So, naturally,
we are glad to see them.

A baby’s smile has the same effect.

Have you ever been in a doctor’s waiting room and
looked around at all the glum faces waiting impatiently
to be seen? Dr, Stephen K. Sproul, a veterinarian in Raytown,
Missouri, told of a typical spring day when his
waiting room was full of clients waiting to have their
pets inoculated. No one was talking to anyone else, and
all were probably thinking of a dozen other things they
would rather be doing than “wasting time” sitting in that
office. He told one of our classes: “There were six or
seven clients waiting when a young woman came in
with a nine-month-old baby and a kitten. As luck would
have it, she sat down next to a gentleman who was more
than a little distraught about the long wait for service.
The next thing he knew, the baby just looked up at him
with that great big smile that is so characteristic of babies.
What did that gentleman do? Just what you and I
would do, of course; he-smiled back at the baby. Soon
he struck up a conversation with the woman about her
baby and his grandchildren, and soon the entire reception
room joined in, and the boredom and tension were
converted into a pleasant and enjoyable experience.”

An insincere grin? No. That doesn’t fool anybody. We
know it is mechanical and we resent it. I am talking
about a real smile, a heartwarming smile, a smile that
comes from within, the kind of smile that will bring a
good price in the marketplace.

Professor James V. McConnell, a psychologist at the
University of Michigan, expressed his feelings about a
smile. “People who smile,” he said, “tend to manage
teach and sell more effectively, and to raise happier 
children. There’s far more information in a smile than a
frown. That’s why encouragement is a much more effective
teaching device than punishment.”

The employment manager of a large New York department
store told me she would rather hire a sales clerk
who hadn’t finished grade school, if he or she has a
pleasant smile, than to hire a doctor of philosophy with
a somber face.

The effect of a smile is powerful - even when it is
unseen. Telephone companies throughout the United
States have a program called “phone power” which is
offered to employees who use the telephone for selling
their services or products. In this program they suggest
that you smile when talking on the phone. Your “smile”
comes through in your voice.

Robert Cryer, manager of a computer department for a
Cincinnati, Ohio, company, told how he had successfully
found the right applicant for a hard-to-fill position:

“I was desperately trying to recruit a Ph.D. in computer
science for my department. I finally located a
young man with ideal qualifications who was about to
be graduated from Purdue University. After several
phone conversations I learned that he had several offers
from other companies, many of them larger and better
known than mine. I was delighted when he accepted my
offer. After he started on the job, I asked him why he
had chosen us over the others. He paused for a moment
and then he said: ‘I think it was because managers in the
other companies spoke on the phone in a cold, business-like
manner, which made me feel like just another business
transaction, Your voice sounded as if you were glad
to hear from me . . . that you really wanted me to be part
of your organization. ’ You can be assured, I am still answering
my phone with a smile.”

The chairman of the board of directors of one of the
largest rubber companies ‘in the United States told me
that, according to his observations, people rarely succeed
at anything unless they have fun doing it. This
industrial leader doesn’t put much faith in the old adage
that hard work alone is the magic key that will unlock
the door to our desires, “I have known people,” he said,
“who succeeded because they had a rip-roaring good
time conducting their business. Later, I saw those people
change as the fun became work. The business had
grown dull, They lost all joy in it, and they failed.”

You must have a good time meeting people if you expect
them to have a good time meeting you.

I have asked thousands of business people to smile at
someone every hour of the day for a week and then come
to class and talk about the results. How did it work?
Let’s see. . . Here is a letter from William B. Steinhardt,
a New York stockbroker. His case isn’t isolated. In fact,
it is typical of hundreds of cases.

“1 have been married for over eighteen years,” wrote
Mr. Steinhardt, “and in all that time I seldom smiled at
my wife or spoke two dozen words to her from the time
I got up until I was ready to leave for business. I was
one of the worst grouches who ever walked down Broadway.

“When you asked me to make a talk about my experience
with smiles, I thought I would try it for a week. So
the next morning, while combing my hair, I looked at
my glum mug in the mirror and said to myself, ‘Bill, you
are going to wipe the scowl off that sour puss of yours
today. You are going to smile. And you are going to begin
right now.’ As I sat down to breakfast, I greeted my wife
with a ‘Good morning, my dear,’ and smiled as I said
it.

“You warned me that she might be surprised. Well,
you underestimated her reaction. She was bewildered.
She was shocked. I told her that in the future she could
expect this as a regular occurrence, and I kept it up every
morning.

“This changed attitude of mine brought more happiness
into our home in the two months since I started
than there was during the last year.

“As I leave for my office, I greet the elevator operator
in the apartment house with a ‘Good morning’ and a
smile, I greet the doorman with a smile. I smile at the
cashier in the subway booth when I ask for change. As I
stand on the floor of the Stock Exchange, I smile at people
who until recently never saw me smile.

“I soon found that everybody was smiling back at me,
I treat those who come to me with complaints or grievances
in a cheerful manner, I smile as I listen to them
and I find that adjustments are accomplished much easier.
I find that smiles are bringing me dollars, many dollars
every day.

“I share my office with another broker. One of his
clerks is a likable young chap, and I was so elated about
the results I was getting that I told him recently about
my new philosophy of human relations. He then confessed
that when I first came to share my office with his
firm he thought me a terrible grouch - and only recently
changed his mind. He said I was really human when I
smiled.

“I have also eliminated criticism from my system. I
give appreciation and praise now instead of condemnation.
I have stopped talking about what I want. I am now
trying to see the other person’s viewpoint. And these
things have literally revolutionized my life. I am a totally
different man, a happier man, a richer man, richer in
friendships and happiness - the only things that matter
much after all.”

You don’t feel like smiling? Then what? Two things.
First, force yourself to smile. If you are alone, force yourself
to whistle or hum a tune or sing. Act as if you were
already happy, and that will tend to make you happy.
Here is the way the psychologist and philosopher William
James put it:

“Action seems to follow feeling, but really action and
feeling go together; and by regulating the action, which
is under the more direct control of the will, we can indirectly
regulate the feeling, which is not.

“Thus the sovereign voluntary path to cheerfulness, if
our cheerfulness be lost, is to sit up cheerfully and to act
and speak as if cheerfulness were already there. . . .”

Every body in the world is seeking happiness - and
there is one sure way to find it. That is by controlling
your thoughts. Happiness doesn’t depend on outward
conditions. It depends on inner conditions.

It isn’t what you have or who you are or where you are
or what you are doing that makes you happy or unhappy.
It is what you think about it. For example, two people
may be in the same place, doing the same thing; both
may have about an equal amount of money and prestige
- and yet one may be miserable and the other happy.
Why? Because of a different mental attitude. I have seen
just as many happy faces among the poor peasants toiling
with their primitive tools in the devastating heat of the
tropics as I have seen in air-conditioned offices in New
York, Chicago or Los Angeles.

“There is nothing either good or bad,” said Shakespeare,
“but thinking makes it so.”

Abe Lincoln once remarked that “most folks are about
as happy as they make up their minds to be.” He was
right. I saw a vivid illustration of that truth as I was
walking up the stairs of the Long Island Railroad station
in New York. Directly in front of me thirty or forty crippled
boys on canes and crutches were struggling up the
stairs. One boy had to be carried up. I was astonished at
their laughter and gaiety. I spoke about it to one of.the
men in charge of the boys. “Oh, yes,” he said, “when a
boy realizes that he is going to be a cripple for life, he is
shocked at first; but after he gets over the shock, he usually
resigns himself to his fate and then becomes as
happy as normal boys.”

I felt like taking my hat off to those boys. They taught
me a lesson I hope I shall never forget.

Working all by oneself in a closed-off room in an office
not only is lonely, but it denies one the opportunity of
making friends with other employees in the company.
Señora Maria Gonzalez of Guadalajara, Mexico, had
such a job. She envied the shared comradeship of other
people in the company as she heard their chatter and
laughter. As she passed them in the hall during the first
weeks of her employment, she shyly looked the other
way.

After a few weeks, she said to herself, “Maria, you
can’t expect those women to come to you. You have to
go out and meet them. ” The next time she walked to the
water cooler, she put on her brightest smile and said,
“Hi, how are you today” to each of the people she met.
The effect was immediate. Smiles and hellos were returned,
the hallway seemed brighter, the job friendlier.

Acquaintanceships developed and some ripened into
friendships. Her job and her life became more pleasant
and interesting.

Peruse this bit of sage advice from the essayist and
publisher Elbert Hubbard - but remember, perusing it
won’t do you any good unless you apply it:

Whenever you go out-of-doors, draw the chin in, carry the
crown of the head high, and fill the lungs to the utmost;
drink in the sunshine; greet your friends with a smile, and
put soul into every handclasp. Do not fear being misunderstood
and do not waste a minute thinking about your enemies.
Try to fix firmly in your mind what you would like to
do; and then, without veering off direction, you will move
straight to the goal. Keep your mind on the great and splendid
things you would like to do, and then, as the days go
gliding away, you will find yourself unconsciously seizing
upon the opportunities that are required for the fulfillment
of your desire, just as the coral insect takes from the running
tide the element it needs. Picture in your mind the able,
earnest, useful person you desire to be, and the thought you
hold is hourly transforming you into that particular individual.
. . . Thought is supreme. Preserve a right mental attitude -
the attitude of courage, frankness, and good cheer.
To think rightly is to create. All things come through desire
and every sincere prayer is answered. We become like that
on which our hearts are fixed. Carry your chin in and the
crown of your head high. We are gods in the chrysalis.

The ancient Chinese were a wise lot - wise in the
ways of the world; and they had a proverb that you and
I ought to cut out and paste inside our hats. It goes like
this: “A man without a smiling face must not open a
shop.”

Your smile is a messenger of your good will. Your
smile brightens the lives of all who see it. To someone
who has seen a dozen people frown, scowl or turn their
faces away, your smile is like the sun breaking through
the clouds. Especially when that someone is under pressure
from his bosses, his customers, his teachers or parents
or children, a smile can help him realize that all is
not hopeless - that there is joy in the world.

Some years ago, a department store in New York City,
in recognition of the pressures its sales clerks were
under during the Christmas rush, presented the readers
of its advertisements with the following homely philosophy:

THE VALUE OF A SMILE AT CHRISTMAS

It costs nothing, but creates much.
It enriches those who receive, without impoverishing those
     who give.
It happens in a flash and the memory of it sometimes lasts
     forever,
None are so rich they can get along without it, and none so
     poor but are richer for its benefits.
It creates happiness in the home, fosters good will in a
     business, and is the countersign of friends.
It is rest to the weary, daylight to the discouraged, sunshine
     to the sad, and Nature’s best antidote fee trouble.
Yet it cannot be bought, begged, borrowed, or stolen, for it
     is something that is no earthly good to anybody till it is
     given away.
And if in the last-minute rush of Christmas buying some of
     our salespeople should be too tired to give you a smile,
     may we ask you to leave one of yours?
For nobody needs a smile so much as those who have none
     left to give!

PRINCIPLE 2
Smile.

3
IF YOU DON’T DO THIS, YOU ARE
HEADED FOR TROUBLE

Back in 1898, a tragic thing happened in Rockland
County, New York. A child had died, and on this particular
day the neighbors were preparing to go to the funeral.

Jim Farley went out to the barn to hitch up his
horse. The ground was covered with snow, the air was
cold and snappy; the horse hadn’t been exercised for
days; and as he was led out to the watering trough, he
wheeled playfully, kicked both his heels high in the air,
and killed Jim Farley. So the little village of Stony Point
had two funerals that week instead of one.

Jim Farley left behind him a widow and three boys,
and a few hundred dollars in insurance.

His oldest boy, Jim, was ten, and he went to work in a
brickyard, wheeling sand and pouring it into the molds
and turning the brick on edge to be dried by the sun.
This boy Jim never had a chance to get much education.
But with his natural geniality, he had a flair for making
people like him, so he went into politics, and as the
years went by, he developed an uncanny ability for remembering
people’s names.

He never saw the inside of a high school; but before
he was forty-six years of age, four colleges had honored
him with degrees and he had become chairman of the
Democratic National Committee and Postmaster General
of the United States.

I once interviewed Jim Farley and asked him the secret
of his success. He said, “Hard work,” and I said,
“Don’t be funny.”

He then asked me what I thought was the reason for
his success. I replied: "I understand you can call ten
thousand people by their first names.”

“No. You are wrong, " he said. “I can call fifty thousand
people by their first names.”

Make no mistake about it. That ability helped Mr. Farley
put Franklin D. Roosevelt in the White House when
he managed Roosevelt’s campaign in 1932.

During the years that Jim Farley traveled as a salesman
for a gypsum concern, and during the years that he
held office as town clerk in Stony Point, he built up a
system for remembering names.

In the beginning, it was a very simple one. Whenever
he met a new acquaintance, he found out his or her complete
name and some facts about his or her family, business
and political opinions. He fixed all these facts well
in mind as part of the picture, and the next time he met
that person, even if it was a year later, he was able to
shake hands, inquire after the family, and ask about the
hollyhocks in the backyard. No wonder he developed a
following!

For months before Roosevelt’s campaign for President
began, Jim Farley wrote hundreds of letters a day to
people all over the western and northwestern states.
Then he hopped onto a train and in nineteen days covered
twenty states and twelve thousand miles, traveling
by buggy, train, automobile and boat. He would drop
into town, meet his people at lunch or breakfast, tea or
dinner, and give them a “heart-to-heart talk.” Then he’d
dash off again on another leg of his journey.

As soon as he arrived back East, he wrote to one person
in each town he had visited, asking for a list of all
the guests to whom he had talked. The final list contained
thousands and thousands of names; yet each person
on that list was paid the subtle flattery of getting a
personal letter from James Farley. These letters began
“Dear Bill” or “Dear Jane,” and they were always
signed "Jim."

Jim Farley discovered early in life that the average
person is more interested in his or her own name than
in all the other names on earth put together. Remember
that name and call it easily, and you have paid a subtle
and very effective compliment. But forget it or misspell
it - and you have placed yourself at a sharp disadvantage.
For example, I once organized a public-speaking
course in Paris and sent form letters to all the American
residents in the city. French typists with apparently little
knowledge of English filled in the names and naturally
they made blunders. One man, the manager of a
large American bank in Paris, wrote me a scathing rebuke
because his name had been misspelled.

Sometimes it is difficult to remember a name, particularly
if it is hard to pronounce. Rather than even try to
learn it, many people ignore it or call the person by an
easy nickname. Sid Levy called on a customer for some
time whose name was Nicodemus Papadoulos. Most
people just called him “Nick.” Levy told us: “I made a
special effort to say his name over several times to myself
before I made my call. When I greeted him by his
full name: 'Good afternoon, Mr. Nicodemus Papadoulos,’
he was shocked. For what seemed like several minutes
there was no reply from him at all. Finally, he said
with tears rolling down his cheeks, ‘Mr. Levy, in all the
fifteen years I have been in this country, nobody has
ever made the effort to call me by my right name.’ "

What was the reason for Andrew Carnegie’s success?

He was called the Steel King; yet he himself knew
little about the manufacture of steel. He had hundreds
of people working for him who knew far more about
steel than he did.

But he knew how to handle people, and that is what
made him rich. Early in life, he showed a flair for organization,
a genius for leadership. By the time he was ten,
he too had discovered the astounding importance people
place on their own name. And he used that discovery to
win cooperation. To illustrate: When he was a boy back
in Scotland, he got hold of a rabbit, a mother rabbit.
Presto! He soon had a whole nest of little rabbits - and
nothing to feed them. But he had a brilliant idea. He told
the boys and girls in the neighborhood that if they would
go out and pull enough clover and dandelions to feed
the rabbits, he would name the bunnies in their honor.

The plan worked like magic, and Carnegie never forgot
it.

Years later, he made millions by using the same psychology
in business. For example, he wanted to sell
steel rails to the Pennsylvania Railroad. J. Edgar Thomson
was the president of the Pennsylvania Railroad then.
So Andrew Carnegie built a huge steel mill in Pittsburgh
and called it the “Edgar Thomson Steel Works.”

Here is a riddle. See if you can guess it. When the
Pennsylvania Railroad needed steel rails, where do you
suppose J. Edgar Thomson bought them?. . , From
Sears, Roebuck? No. No. You’re wrong. Guess again.
When Carnegie and George Pullman were battling
each other for supremacy in the railroad sleeping-car
business, the Steel King again remembered the lesson
of the rabbits.

The Central Transportation Company, which Andrew
Carnegie controlled, was fighting with the company that
Pullman owned. Both were struggling to get the sleeping-
car business of the Union Pacific Railroad, bucking
each other, slashing prices, and destroving all chance of
profit. Both Carnegie and Pullman had gone to New
York to see the board of directors of the Union Pacific.
Meeting one evening in the St. Nicholas Hotel, Carnegie
said: “Good evening, Mr. Pullman, aren’t we making
a couple of fools of ourselves?”

“What do you mean.?" Pullman demanded.

Then Carnegie expressed what he had on his mind - a
merger of their two interests. He pictured in glowing
terms the mutual advantages of working with, instead of
against, each other. Pullman listened attentively, but he
was not wholly convinced. Finally he asked, “What
would you call the new company?” and Carnegie replied
promptly: “Why, the Pullman Palace Car Company,
of course.”

Pullman’s face brightened. “Come into my room,” he
said. “Let’s talk it over.” That talk made industrial history.

This policy of remembering and honoring the names
of his friends and business associates was one of the
secrets of Andrew Carnegie’s leadership. He was proud
of the fact that he could call many of his factory workers
by their first names, and he boasted that while he was
personally in charge, no strike ever disturbed his flaming
steel mills.

Benton Love, chairman of Texas Commerce Banc-
shares, believes that the bigger a corporation gets, the
colder it becomes. " One way to warm it up,” he said, “is
to remember people’s names. The executive who tells
me he can’t remember names is at the same time telling
me he can’t remember a significant part of his business
and is operating on quicksand.”

Karen Kirsech of Rancho Palos Verdes, California, a
flight attendant for TWA, made it a practice to learn the
names of as many passengers in her cabin as possible
and use the name when serving them. This resulted in
many compliments on her service expressed both to her
directly and to the airline. One passenger wrote: "I
haven’t flown TWA for some time, but I’m going to start
flying nothing but TWA from now on. You make me feel
that your airline has become a very personalized airline
and that is important to me.”

People are so proud of their names that they strive to
perpetuate them at any cost. Even blustering, hard-boiled
old P. T. Barnum, the greatest showman of his
time, disappointed because he had no sons to carry on
his name, offered his grandson, C. H. Seeley, $25,000
dollars if he would call himself “Barnum” Seeley.

For many centuries, nobles and magnates supported
artists, musicians and authors so that their creative works
would be dedicated to them.

Libraries and museums owe their richest collections
to people who cannot bear to think that their names
might perish from the memory of the race. The New
York Public Library has its Astor and Lenox collections.
The Metropolitan Museum perpetuates the names of
Benjamin Altman and J. P. Morgan. And nearly every
church is beautified by stained-glass windows commemorating
the names of their donors. Many of the buildings
on the campus of most universities bear the names of
donors who contributed large sums of money for this
honor.

Most people don’t remember names, for the simple
reason that they don’t take the time and energy necessary
to concentrate and repeat and fix names indelibly in
their minds. They make excuses for themselves; they are
too busy.

But they were probably no busier than Franklin D.
Roosevelt, and he took time to remember and recall
even the names of mechanics with whom he came into
contact.

To illustrate: The Chrysler organization built a special
car for Mr. Roosevelt, who could not use a standard car
because his legs were paralyzed. W. F. Chamberlain and
a mechanic delivered it to the White House. I have in
front of me a letter from Mr. Chamberlain relating his
experiences. "I taught President Roosevelt how to handle
a car with a lot of unusual gadgets, but he taught me
a lot about the fine art of handling people.

"When I called at the White House,” Mr. Chamberlain
writes, “the President was extremely pleasant and
cheerful. He called me by name, made me feel very
comfortable, and particularly impressed me with the fact
that he was vitally interested in things I had to show him
and tell him. The car was so designed that it could be
operated entirely by hand. A crowd gathered around to
look at the car; and he remarked: ‘I think it is marvelous.
All you have to do is to touch a button and it moves away
and you can drive it without effort. I think it is grand - I
don’t know what makes it go. I’d love to have the time to
tear it down and see how it works.’

“When Roosevelt’s friends and associates admired the
machine, he said in their presence: ‘Mr. Chamberlain, I
certainly appreciate all the time and effort you have
spent in developing this car. It is a mighty fine job.’ He
admired the radiator, the special rear-vision mirror and
clock, the special spotlight, the kind of upholstery, the
sitting position of the driver’s seat, the special suitcases
in the trunk with his monogram on each suitcase. In
other words, he took notice of every detail to which he
knew I had given considerable thought. He made a point
of bringing these various pieces of equipment to the attention
of Mrs. Roosevelt, Miss Perkins, the Secretary of
Labor, and his secretary. He even brought the old White
House porter into the picture by saying, ‘George, you
want to take particularly good care of the suitcases.’

“When the driving lesson was finished, the President
turned to me and said: ‘Well, Mr. Chamberlain, I have
been keeping the Federal Reserve Board waiting thirty
minutes. I guess I had better get back to work.’

"I took a mechanic with me to the White House. He
was introduced to Roosevelt when he arrived. He didn’t
talk to the President, and Roosevelt heard his name only
once. He was a shy chap, and he kept in the background.
But before leaving us, the President looked for the mechanic,
shook his hand, called him by name, and
thanked him for coming to Washington. And there was
nothing perfunctory about his thanks. He meant what he
said. I could feel that.

“A few days after returning to New York, I got an autographed
photograph of President Roosevelt and a little
note of thanks again expressing his appreciation for my
assistance. How he found time to do it is a mystery to
me ."

Franklin D. Roosevelt knew that one of the simplest,
most obvious and most important ways of gaining good
will was by remembering names and making people feel
important - yet how many of us do it?

Half the time we are introduced to a stranger, we chat
a few minutes and can’t even remember his or her name
by the time we say goodbye.

One of the first lessons a politician learns is this: “To
recall a voter’s name is statesmanship. To forget it is
oblivion.”

And the ability to remember names is almost as important
in business and social contacts as it is in politics.

Napoleon the Third, Emperor of France and nephew
of the great Napoleon, boasted that in spite of all his
royal duties he could remember the name of every person
he met.

His technique? Simple. If he didn’t hear the name
distinctly, he said, “So sorry. I didn’t get the name
clearly.” Then, if it was an unusual name, he would say,
“How is it spelled?”

During the conversation, he took the trouble to repeat
the name several times, and tried to associate it in his
mind with the person’s features, expression and general
appearance.

If the person was someone of importance, Napoleon
went to even further pains. As soon as His Royal Highness
was alone, he wrote the name down on a piece of
paper, looked at it, concentrated on it, fixed it securely
in his mind, and then tore up the paper. In this way, he
gained an eye impression of the name as well as an ear
impression.

All this takes time, but “Good manners,” said Emerson,
"are made up of petty sacrifices.”

The importance of remembering and using names is
not just the prerogative of kings and corporate executives.
It works for all of us. Ken Nottingham, an employee
of General Motors in Indiana, usually had lunch
at the company cafeteria. He noticed that the woman
who worked behind the counter always had a scowl on
her face. “She had been making sandwiches for about
two hours and I was just another sandwich to her. I told
her what I wanted. She weighed out the ham on a little
scale, then she gave me one leaf of lettuce, a few potato
chips and handed them to me.

“The next day I went through the same line. Same
woman, same scowl. The only difference was I noticed
her name tag. I smiled and said, ‘Hello, Eunice,’ and
then told her what I wanted. Well, she forgot the scale,
piled on the ham, gave me three leaves of lettuce and
heaped on the potato chips until they fell off the plate.”

We should be aware of the magic contained in a name
and realize that this single item is wholly and completely
owned by the person with whom we are dealing
and nobody else. The name sets the individual apart;
it makes him or her unique among all others. The information
we are imparting or the request we are making
takes on a special importance when we approach the
situation with the name of the individual. From the waitress
to the senior executive, the name will work magic
as we deal with others.

PRINCIPLE 3
Remember that a person’s name is to that
person the sweetest and most important
sound in any language.

4
AN EASY WAY TO BECOME A
GOOD CONVERSATIONALIST

Some time ago, I attended a bridge party. I don’t play
bridge - and there was a woman there who didn’t play
bridge either. She had discovered that I had once been
Lowell Thomas’ manager before he went on the radio
and that I had traveled in Europe a great deal while
helping him prepare the illustrated travel talks he was
then delivering. So she said: “Oh, Mr. Carnegie, I do
want you to tell me about all the wonderful places you
have visited and the sights you have seen.”

As we sat down on the sofa, she remarked that she and
her husband had recently returned from a trip to Africa.
“Africa!” I exclaimed. “How interesting! I’ve always
wanted to see Africa, but I never got there except for a
twenty-four-hour stay once in Algiers. Tell me, did you
visit the big-game country? Yes? How fortunate. I envy
you. Do tell me about Africa.”

That kept her talking for forty-five minutes. She never
again asked me where I had been or what I had seen.
She didn’t want to hear me talk about my travels. All she
wanted was an interested listener, so she could expand
her ego and tell about where she had been.

Was she unusual? No. Many people are like that.

For example, I met a distinguished botanist at a dinner
party given by a New York book publisher. I had never
talked with a botanist before, and I found him fascinating.
I literally sat on the edge of my chair and listened 
while he spoke of exotic plants and experiments in 
developing new forms of plant life and indoor gardens (and
even told me astonishing facts about the humble potato).
I had a small indoor garden of my own - and he was
good enough to tell me how to solve some of my problems.

As I said, we were at a dinner party. There must have
been a dozen other guests, but I violated all the canons
of courtesy, ignored everyone else, and talked for hours
to the botanist.

Midnight came, I said good night to everyone and
departed. The botanist then turned to our host and
paid me several flattering compliments. I was “most
stimulating.” I was this and I was that, and he ended by
saying I was a “most interesting conversationalist.”

An interesting conversationalist? Why, I had said
hardly anything at all. I couldn’t have said anything if I
had wanted to without changing the subject, for I didn’t
know any more about botany than I knew about the anatomy
of a penguin. But I had done this: I had listened
intently. I had listened because I was genuinely interested.
And he felt it. Naturally that pleased him. That
kind of listening is one of the highest compliments we
can pay anyone. “Few human beings,” wrote Jack
Woodford in Strangers in Love, “few human beings are
proof against the implied flattery of rapt attention.” I
went even further than giving him rapt attention. I was
“hearty in my approbation and lavish in my praise.”

I told him that I had been immensely entertained and
instructed - and I had. I told him I wished I had his
knoledge - and I did. I told him that I should love to
wander the fields with him - and I have. I told him I
must see him again - and I did.

And so I had him thinking of me as a good conversationalist
when, in reality, I had been merely a good listener
and had encouraged him to talk.

What is the secret, the mystery, of a successful business 
interview? Well, according to former Harvard president
Charles W. Eliot, “There is no mystery about
successful business intercourse. . . . Exclusive attention
to the person who is speaking to you is very important.
Nothing else is so flattering as that.”

Eliot himself was a past master of the art of listening,
Henry James, one of America’s first great novelists, recalled:
“Dr. Eliot’s listening was not mere silence, but a
form of activity. Sitting very erect on the end of his spine
with hands joined in his lap, making no movement except
that he revolved his thumbs around each other
faster or slower, he faced his interlocutor and seemed to
be hearing with his eyes as well as his ears. He listened
with his mind and attentively considered what you had
to say while you said it. . . . At the end of an interview
the person who had talked to him felt that he had had
his say.”

Self-evident, isn’t it? You don’t have to study for four
years in Harvard to discover that. Yet I know and you
know department store owners who will rent expensive
space, buy their goods economically, dress their windows
appealingly, spend thousands of dollars in advertising
and then hire clerks who haven’t the sense to be
good listeners - clerks who interrupt customers, contradict
them, irritate them, and all but drive them from the
store.

A department store in Chicago almost lost a regular
customer who spent several thousand dollars each year
in that store because a sales clerk wouldn’t listen. Mrs.
Henrietta Douglas, who took our course in Chicago, had
purchased a coat at a special sale. After she had brought
it home she noticed that there was a tear in the lining.
She came back the next day and asked the sales clerk to
exchange it. The clerk refused even to listen to her complaint.
“You bought this at a special sale,” she said. She
pointed to a sign on the wall. “Read that,” she exclaimed. 
" 'All sales are final.' Once you bought it, you
have to keep it. Sew up the lining yourself.”

“But this was damaged merchandise,” Mrs. Douglas
complained.

“Makes no difference,” the clerk interrupted. “Final’s
final "

Mrs. Douglas was about to walk out indignantly,
swearing never to return to that store ever, when she
was greeted by the department manager, who knew her
from her many years of patronage. Mrs. Douglas told her
what had happened.

The manager listened attentively to the whole story,
examined the coat and then said: “Special sales are
‘final’ so we can dispose of merchandise at the end of
the season. But this 'no return’ policy does not apply to
damaged goods. We will certainly repair or replace the
lining, or if you prefer, give you your money back.”

What a difference in treatment! If that manager had
not come along and listened to the Customer, a long-term
patron of that store could have been lost forever.

Listening is just as important in one's home life as in
the world of business. Millie Esposito of Croton-on-Hudson,
New York, made it her business to listen carefully
when one of her children wanted to speak with her.
One evening she was sitting in the kitchen with her son,
Robert, and after a brief discussion of something that
was on his mind, Robert said: "Mom, I know that you
love me very much.”

Mrs. Esposito was touched and said: “Of course I love
you very much. Did you doubt it?”

Robert responded: "No, but I really know you love me
because whenever I want to talk to you about something
you stop whatever you are doing and listen to me.”

The chronic kicker, even the most violent critic, will
frequently soften and be subdued in the presence of a
patient, sympathetic listener - a listener who will he silent 
while the irate fault-finder dilates like a king cobra
and spews the poison out of his system. To illustrate:
The New York Telephone Company discovered a few
years ago that it had to deal with one of the most vicious
customers who ever cursed a customer service representative.
And he did curse. He raved. He threatened to tear
the phone out by its roots. He refused to pay certain
charges that he declared were false. He wrote letters to
the newspapers. He filed innumerable complaints with
the Public Service Commission, and he started several
suits against the telephone company.

At last, one of the company’s most skillful “trouble-shooters”
was sent to interview this stormy petrel. This
“troubleshooter” listened and let the cantankerous customer
enjoy himself pouring out his tirade. The telephone
representative listened and said “yes” and
sympathized with his grievance.

“He raved on and I listened for nearlv three hours,”
the “troubleshooter” said as he related his experiences
before one of the author’s classes. “Then I went back
and listened some more. I interviewed him four times,
and before the fourth visit was over I had become a
charter member of an organization he was starting. He
called it the ‘Telephone Subscribers’ Protective Association.'
I am still a member of this organization, and, so
far as I know, I’m the only member in the world today
besides Mr. ----.

"I listened and sympathized with him on every point
that he made during these interviews. He had never had
a telephone representative talk with him that way before,
and he became almost friendly. The point on which
I went to see him was not even mentioned on the first
visit, nor was it mentioned on the second or third, but
upon the fourth interview, I closed the case completely,
he paid all his bills in full, and for the first time in the
history of his difficulties with the telephone company he
voluntarily withdrew his complaints from the Public
Service Commission.”

Doubtless Mr. ----- had considered himself a holy
crusader, defending the public rights against callous exploitation.
But in reality, what he had really wanted was
a feeling of importance. He got this feeling of importance
at first by kicking and complaining. But as soon as
he got his feeling of importance from a representative of
the company, his imagined grievances vanished into
thin air.

One morning years ago, an angry customer stormed
into the office of Julian F. Detmer, founder of the Detmer
Woolen Company, which later became the world’s
largest distributor of woolens to the tailoring trade.

“This man owed us a small sum of money,” Mr. Detmer
explained to me. “The customer denied it, but we
knew he was wrong. So our credit department had insisted
that he pay. After getting a number of letters from
our credit department, he packed his grip, made a trip to
Chicago, and hurried into my office to inform me not
only that he was not going to pay that bill, but that he
was never going to buy another dollar’s worth of goods
from the Detmer Woolen Company.

"I listened patiently to all he had to say. I was tempted
to interrupt, but I realized that would be bad policy, So
I let him talk himself out. When he finally simmered
down and got in a receptive mood, I said quietly: ‘I want
to thank vou for coming to Chicago to tell me about this.
You have done me a great favor, for if our credit department
has annoyed you, it may annoy other good customers,
and that would be just too bad. Believe me, I am far
more eager to hear this than you are to tell it.’

“That was the last thing in the world he expected me
to say. I think he was a trifle disappointed, because he
had come to Chicago to tell me a thing or two, but here
I was thanking him instead of scrapping with him. I assured 
him we would wipe the charge off the books and
forget it, because he was a very careful man with only
one account to look after, while our clerks had to look
after thousands. Therefore, he was less likely to be
wrong than we were.

“I told him that I understood exactly how he felt and
that, if I were in his shoes, I should undoubtedly feel
precisely as he did. Since he wasn’t going to buy from
us anymore, I recommended some other woolen houses.

“In the past, we had usually lunched together when
he came to Chicago, so I invited him to have lunch with
me this day. He accepted reluctantly, but when we came
back to the office he placed a larger order than ever
before. He returned home in a softened mood and, wanting
to be just as fair with us as we had been with him,
looked over his bills, found one that had been mislaid,
and sent us a check with his apologies.

"Later, when his wife presented him with a baby boy,
he gave his son the middle name of Detmer, and he
remained a friend and customer of the house until his
death twenty-two years afterwards.”

Years ago, a poor Dutch immigrant boy washed the
windows of a bakery shop after school to help support
his family. His people were so poor that in addition he
used to go out in the street with a basket every day and
collect stray bits of coal that had fallen in the gutter
where the coal wagons had delivered fuel. That boy,
Edward Bok, never got more than six years of schooling
in his life; yet eventually he made himself one of the
most successful magazine editors in the history of American
journalism. How did he do it? That is a long story,
but how he got his start can be told briefly. He got his
start by using the principles advocated in this chapter.

He left school when he was thirteen and became an
office boy for Western Union, but he didn’t for one moment
give up the idea of an education. Instead, he
started to educate himself, He saved his carfares and
went without lunch until he had enough money to buy
an encyclopedia of American biography - and then he
did an unheard-of thing. He read the lives of famous
people and wrote them asking for additional information
about their childhoods. He was a good listener. He
asked famous people to tell him more about themselves.
He wrote General James A. Garfield, who was then running
for President, and asked if it was true that he was
once a tow boy on a canal; and Garfield replied. He
wrote General Grant asking about a certain battle, and
Grant drew a map for him and invited this fourteen-year
old boy to dinner and spent the evening talking to him.

Soon our Western Union messenger boy was corresponding
with many of the most famous people in the
nation: Ralph Waldo Emerson, Oliver Wendell Holmes,
Longfellow, Mrs. Abraham Lincoln, Louisa May Alcott,
General Sherman and Jefferson Davis. Not only did he
correspond with these distinguished people, but as soon
as he got a vacation, he visited many of them as a welcome
guest in their homes. This experience imbued him
with a confidence that was invaluable. These men and
women fired him with a vision and ambition that shaped
his life. And all this, let me repeat, was made possible
solely by the application of the principles we are discussing
here.

Isaac F. Marcosson, a journalist who interviewed
hundreds of celebrities, declared that many people fail
to make a favorable impression because they don’t listen
attentively. “They have been so much concerned with
what they are going to say next that they do not keep
their ears open. . . . Very important people have told me
that they prefer good listeners to good talkers, but the
ability to listen seems rarer than almost any other good
trait ."

And not only important personages crave a good listener,
 but ordinary folk do too. As the Reader’s Digest
once said: “Many persons call a doctor when all they
want is an audience,”

During the darkest hours of the Civil War, Lincoln
wrote to an old friend in Springfield, Illinois, asking him
to come to Washington. Lincoln said he had some problems
he wanted to discuss with him. The old neighbor
called at the White House, and Lincoln talked to him for
hours about the advisability of issuing a proclamation
freeing the slaves. Lincoln went over all the arguments
for and against such a move, and then read letters and
newspaper articles, some denouncing him for not
freeing the slaves and others denouncing him for fear he
was going to free them. After talking for hours, Lincoln
shook hands with his old neighbor, said good night, and
sent him back to Illinois without even asking for his
opinion. Lincoln had done all the talking himself. That
seemed to clarify his mind. “He seemed to feel easier
after that talk,” the old friend said. Lincoln hadn’t
wanted advice, He had wanted merely a friendly, sympathetic
listener to whom he could unburden himself.
That’s what we all want when we are in trouble. That is
frequently all the irritated customer wants, and the dissatisfied
employee or the hurt friend.

One of the great listeners of modern times was Sigmund
Freud. A man who met Freud described his manner
of listening: “It struck me so forcibly that I shall
never forget him. He had qualities which I had never
seen in any other man. Never had I seen such concentrated
attention. There was none of that piercing ‘soul
penetrating gaze’ business. His eyes were mild and genial.
His voice was low and kind. His gestures were few.
But the attention he gave me, his appreciation of what I
said, even when I said it badly, was extraordinary,
You've no idea what it meant to be listened to like that.”

If you want to know how to make people shun you and
laugh at you behind your back and even despise you,
here is the recipe: Never listen to anyone for long. Talk
incessantly about yourself. If you have an idea while the
other person is talking, don’t wait for him or her to finish:
bust right in and interrupt in the middle of a sentence.

Do you know people like that? I do, unfortunately;
and the astonishing part of it is that some of them are
prominent.

Bores, that is all they are - bores intoxicated with their
own egos, drunk with a sense of their own importance. 

People who talk only of themselves think only of
themselves. And “those people who think only of themselves,”
Dr. Nicholas Murray Butler, longtime president
of Columbia University, said, "are hopelessly uneducated.
They are not educated,” said Dr. Butler, “no matter
how instructed they may be.”

So if you aspire to be a good conversationalist, be an
attentive listener. To be interesting, be interested. Ask
questions that other persons will enjoy answering. Encourage
them to talk about themselves and their accomplishments.

Remember that the people you are talking to are a
hundred times more interested in themselves and their
wants and problems than they are in you and your problems.
A person’s toothache means more to that person
than a famine in China which kills a million people. A
boil on one’s neck interests one more than forty earthquakes
in Africa. Think of that the next time you start a
conversation.

PRINCIPLE 4
Be a good listener. Encourage others to talk
about themselves.

5
HOW TO INTEREST PEOPLE

Everyone who was ever a guest of Theodore Roosevelt
was astonished at the range and diversity of his knowledge.
Whether his visitor was a cowboy or a Rough
Rider, a New York politician or a diplomat, Roosevelt
knew what to say. And how was it done? The answer
was simple. Whenever Roosevelt expected a visitor, he
sat up late the night before, reading up on the subject in
which he knew his guest was particularly interested.

For Roosevelt knew, as all leaders know, that the royal
road to a person’s heart is to talk about the things he or
she treasures most.

The genial William Lyon Phelps, essayist and professor
of literature at Yale, learned this lesson early in life.

"When I was eight years old and was spending a
weekend visiting my Aunt Libby Linsley at her home in
Stratford on the Housatonic,” he wrote in his essay on
Human Nature, “a middle-aged man called one evening,
and after a polite skirmish with my aunt, he devoted his
attention to me. At that time, I happened to be excited
about boats, and the visitor discussed the subject in a
way that seemed to me particularly interesting. After he
left, I spoke of him with enthusiasm. What a man! My
aunt informed me he was a New York lawyer, that he
cared nothing whatever about boats - that he took not
the slightest interest in the subject. ‘But why then did
he talk all the time about boats?’

" ‘Because he is a gentleman. He saw you were interested
in boats, and he talked about the things he knew
would interest and please you. He made himself agreeable.’ "

And William Lyon Phelps added: "I never forgot my
aunt’s remark.”

As I write this chapter, I have before me a letter from
Edward L. Chalif, who was active in Boy Scout work.

“One day I found I needed a favor,” wrote Mr. Chalif.
“A big Scout jamboree was coming off in Europe, and I
wanted the president of one of the largest corporations
in America to pay the expenses of one of my boys for the
trip.

“Fortunately, just before I went to see this man, I
heard that he had drawn a check for a million dollars,
and that after it was canceled, he had had it framed.

“So the first thing I did when I entered his office was
to ask to see the check. A check for a million dollars! I
told him I never knew that anybody had ever written
such a check, and that I wanted to tell my boys that I had
actually seen a check for a million dollars. He gladly
showed it to me; I admired it and asked him to tell me
all about how it happened to be drawn.”

You notice, don’t you, that Mr. Chalif didn’t begin by
talking about the Boy Scouts, or the jamboree in Europe,
or what it was he wanted? He talked in terms of what
interested the other man. Here’s the result:

“Presently, the man I was interviewing said: ‘Oh, by
the way, what was it you wanted to see me about?’ So I
told him.

“To my vast surprise,” Mr. Chalif continues, “he not
only granted immediately what I asked for, but much
more. I had asked him to send only one boy to Europe,
but he sent five boys and myself, gave me a letter of
credit for a thousand dollars and told us to stay in Europe
for seven weeks. He also gave me letters of introduction
to his branch presidents, putting them at our service,
and he himself met us in Paris and showed us the town.

Since then, he has given jobs to some of the boys whose
parents were in want, and he is still active in our group.

“Yet I know if I hadn’t found out what he was interested
in, and got him warmed up first, I wouldn’t have
found him one-tenth as easy to approach.”

Is this a valuable technique to use in business? Is it?
Let’s see, Take Henry G. Duvernoy of Duvemoy and
Sons, a wholesale baking firm in New York.

Mr. Duvernoy had been trying to sell bread to a certain
New York hotel. He had called on the manager
every week for four years. He went to the same social
affairs the manager attended. He even took rooms in the
hotel and lived there in order to get the business. But he
failed.

“Then,” said Mr. Duvernoy, “after studying human
relations, I resolved to change my tactics. I decided to
find out what interested this man - what caught his enthusiasm.

“I discovered he belonged to a society of hotel executives
called the Hotel Greeters of America. He not only
belonged, but his bubbling enthusiasm had made him
president of the organization, and president of the International
Greeters. No matter where its conventions were
held, he would be there.

“So when I saw him the next day, I began talking
about the Greeters. What a response I got. What a response!
He talked to me for half an hour about the
Greeters, his tones vibrant with enthusiasm. I could
plainly see that this society was not only his hobby, it
was the passion of his life. Before I left his office, he had
‘sold’ me a membership in his organization.

“In the meantime, I had said nothing about bread. But
a few days later, the steward of his hotel phoned me to
come over with samples and prices.

" ‘I don’t know what you did to the old boy,’ the steward
greeted me, ‘but he sure is sold on you!’

“Think of it! I had been drumming at that man for four
years - trying to get his business - and I’d still be drumming
at him if I hadn’t finally taken the trouble to find
out what he was interested in, and what he enjoyed talking
about.”

Edward E. Harriman of Hagerstown, Maryland, chose
to live in the beautiful Cumberland Valley of Maryland
after he completed his military service. Unfortunately,
at that time there were few jobs available in the area. A
little research uncovered the fact that a number of companies
in the area were either owned or controlled by an
unusual business maverick, R. J. Funkhouser, whose
rise from poverty to riches intrigued Mr. Harriman.
However, he was known for being inaccessible to job
seekers. Mr. Harriman wrote:

"I interviewed a number of people and found that his
major interest was anchored in his drive for power and
money. Since he protected himself from people like me
by use of a dedicated and stern secretary, I studied her
interests and goals and only then I paid an unannounced
visit at her office. She had been Mr. Funkhouser’s orbiting
satellite for about fifteen years. When I told her I
had a proposition for him which might translate itself
into financial and political success for him, she became
enthused. I also conversed with her about her constructive
participation in his success. After this conversation
she arranged for me to meet Mr. Funkhouser.

“I entered his huge and impressive office determined
not to ask directly for a job. He was seated behind a large
carved desk and thundered at me, ‘How about it, young
man?' I said, ‘Mr. Funkhouser, I believe I can make
money for you.’ He immediately rose and invited me to
sit in one of the large upholstered chairs. I enumerated
my ideas and the qualifications I had to realize these
ideas, as well as how they would contribute to his personal
success and that of his businesses.

" 'R. J.,' as he became known to me, hired me at once
and for over twenty years I have grown in his enterprises
and we both have prospered.”

Talking in terms of the other person’s interests pays
off for both parties. Howard Z. Herzig, a leader in the
field of employee communications, has always followed
this principle. When asked what reward he got from it,
Mr. Herzig responded that he not only received a different
reward from each person but that in general the reward
had been an enlargement of his life each time he
spoke to someone.

PRINCIPLE 5
Talk in terms of the other person’s interests.

6
HOW TO MAKE PEOPLE LIKE YOU
INSTANTLY

I was waiting in line to register a letter in the post office
at Thirty-third Street and Eighth Avenue in New York. I
noticed that the clerk appeared to be bored with the job
-weighing envelopes, handing out stamps, making
change, issuing receipts - the same monotonous grind
year after year. So I said to myself: "I am going to try to
make that clerk like me. Obviously, to make him like
me, I must say something nice, not about myself, but
about him. So I asked myself, ‘What is there about him
that I can honestly admire?’ " That is sometimes a hard
question to answer, especially with strangers; but, in
this case, it happened to be easy. I instantly saw something
I admired no end.

So while he was weighing my envelope, I remarked
with enthusiasm: "I certainly wish I had your head of
hair.”

He looked up, half-startled, his face beaming with
smiles. "Well, it isn’t as good as it used to be,” he said
modestly. I assured him that although it might have lost
some of its pristine glory, nevertheless it was still magnificent.
He was immensely pleased. We carried on a
pleasant little conversation and the last thing he said to
me was: “Many people have admired my hair.”

I’ll bet that person went out to lunch that day walking
on air. I’ll bet he went home that night and told his wife
about it. I’ll bet he looked in the mirror and said: “It is a
beautiful head of hair.”

I told this story once in public and a man asked me
afterwards: “‘What did you want to get out of him?”

What was I trying to get out of him!!! What was I trying
to get out of him!!!

If we are so contemptibly selfish that we can’t radiate
a little happiness and pass on a bit of honest appreciation
without trying to get something out of the other person
in return - if our souls are no bigger than sour crab apples,
we shall meet with the failure we so richly deserve.
Oh yes, I did want something out of that chap. I
wanted something priceless. And I got it. I got the feeling
that I had done something for him without his being
able to do anything whatever in return for me. That is a
feeling that flows and sings in your memory lung after
the incident is past.

There is one all-important law of human conduct. If
we obey that law, we shall almost never get into trouble.
In fact, that law, if obeyed, will bring us countless
friends and constant happiness. But the very instant we
break the law, we shall get into endless trouble. The law
is this: Always make the other person feel important.
John Dewey, as we have already noted, said that the
desire to be important is the deepest urge in human
nature; and William James said: “The deepest principle
in human nature is the craving to be appreciated.” As I
have already pointed out, it is this urge that differentiates
us from the animals. It is this urge that has been
responsible for civilization itself.

Philosophers have been speculating on the rules of
human relationships for thousands of years, and out of
all that speculation, there has evolved only one important
precept. It is not new. It is as old as history. Zoroaster
taught it to his followers in Persia twenty-five
hundred years ago. Confucius preached it in China
twenty-four centuries ago. Lao-tse, the founder of
Taoism, taught it to his disciples in the Valley of the
Han. Buddha preached it on the bank of the Holy
Ganges five hundred years before Christ. The sacred
books of Hinduism taught it a thousand years before
that. Jesus taught it among the stony hills of Judea nineteen
centuries ago. Jesus summed it up in one thought
-probably the most important rule in the world: “Do
unto others as you would have others do unto you.”

You want the approval of those with whom you come
in contact. You want recognition of your true worth. You
want a feeling that you are important in your little world.
You don’t want to listen to cheap, insincere flattery, but
you do crave sincere appreciation. You want your friends
and associates to be, as Charles Schwab put it, “hearty
in their approbation and lavish in their praise.” All of us
want that.

So let’s obey the Golden Rule, and give unto others
what we would have others give unto us,
How? When? Where? The answer is: All the time,
everywhere.

David G. Smith of Eau Claire, Wisconsin, told one of
our classes how he handled a delicate situation when he
was asked to take charge of the refreshment booth at a
charity concert,

“The night of the concert I arrived at the park and
found two elderly ladies in a very bad humor standing
next to the refreshment stand. Apparently each thought
that she was in charge of this project. As I stood there
pondering what to do, me of the members of the sponsoring
committee appeared and handed me a cash
box and thanked me for taking over the project. She
introduced Rose and Jane as my helpers and then ran
off.

"A great silence ensued. Realizing that the cash box
was a symbol of authority (of sorts), I gave the box to
Rose and explained that I might not be able to keep the
money straight and that if she took care of it I would feel
better. I then suggested to Jane that she show two teenagers
who had been assigned to refreshments how to
operate the soda machine, and I asked her to be responsible
for that part of the project.

“The evening was very enjoyable with Rose happily
counting the money, Jane supervising the teenagers, and
me enjoying the concert.”

You don’t have to wait until you are ambassador to
France or chairman of the Clambake Committee of your
lodge before you use this philosophy of appreciation.
You can work magic with it almost every day.

If, for example, the waitress brings us mashed potatoes
when we have ordered French fried, let’s say: “I’m sorry
to trouble you, but I prefer French fried.” She’ll probably
reply, “No trouble at all” and will be glad to change
the potatoes, because we have shown respect for her.

Little phrases such as “I’m sorry to trouble you,”
“Would you be so kind as to ----? " "Won't you
please?” " Would you mind?” “Thank you” - little courtesies
like these oil the cogs of the monotonous grind of
everyday life- and, incidentally, they are the hallmark
of good breeding.

Let’s take another illustration. Hall Caine’s novels-The
Christian, The Deemster, The Manxman, among
them - were all best-sellers in the early part of this century.
Millions of people read his novels, countless millions.
He was the son of a blacksmith. He never had
more than eight years’ schooling in his life; yet when he
died he was the richest literary man of his time.

The story goes like this: Hall Caine loved sonnets and
ballads; so he devoured all of Dante Gabriel Rossetti’s
poetry. He even wrote a lecture chanting the praises of
Rossetti’s artistic achievement-and sent a copy to Rossetti
himself. Rossetti was delighted. “Any young man
who has such an exalted opinion of my ability,” Rossetti
probably said to himself, “must be brilliant,” So Rossetti
invited this blacksmith’s son to come to London and act
as his secretary. That was the turning point in Hall
Caine’s life; for, in his new position, he met the literary
artists of the day. Profiting by their advice and inspired
by their encouragement, he launched upon a career that
emblazoned his name across the sky.

His home, Greeba Castle, on the Isle of Man, became
a Mecca for tourists from the far corners of the world,
and he left a multimillion dollar estate. Yet - who knows
- he might have died poor and unknown had he not
written an essay expressing his admiration for a famous
man.

Such is the power, the stupendous power, of sincere,
heartfelt appreciation.

Rossetti considered himself important. That is not
strange, Almost everyone considers himself important,
very important.

The life of many a person could probably be changed
if only someone would make him feel important. Ronald
J. Rowland, who is one of the instructors of our course
in California, is also a teacher of arts and crafts. He wrote
to us about a student named Chris in his beginning
crafts class:

Chris was a very quiet, shy boy lacking in self-confidence,
the kind of student that often does not receive the
attention he deserves. I also teach an advanced class that
had grown to be somewhat of a status symbol and a privilege
for a student to have earned the right to be in it.
On Wednesday, Chris was diligently working at his desk.
I really felt there was a hidden fire deep inside him. I asked
Chris if he would like to be in the advanced class. How I
wish I could express the look in Chris’s face, the emotions
in that shy fourteen-year-old boy, trying to hold back his
tears.

“Who me, Mr. Rowland? Am I good enough?”

“Yes, Chris, you are good enough.”

I had to leave at that point because tears were coming to
my eyes. As Chris walked out of class that day, seemingly
two inches taller, he looked at me with bright blue eyes and
said in a positive voice, “Thank you, Mr. Rowland.”

Chris taught me a lesson I will never forget-our deep
desire to feel important. To help me never forget this rule,
I made a sign which reads “YOU ARE IMPORTANT." This
sign hangs in the front of the classroom for all to see and to
remind me that each student I face is equally important.

The unvarnished truth is that almost all the people
you meet feel themselves superior to you in some way,
and a sure way to their hearts is to let them realize in
some subtle way that you recognize their importance,
and recognize it sincerely.

Remember what Emerson said: “Every man I meet is
my superior in some way. In that, I learn of him.”

And the pathetic part of it is that frequently those who
have the least justification for a feeling of achievement
bolster up their egos by a show of tumult and conceit
which is truly nauseating. As Shakespeare put it: ". . .
man, proud man,/Drest in a little brief authority,/ . . .
Plays such fantastic tricks before high heaven/As make
the angels weep.”

I am going to tell you how business people in my own
courses have applied these principles with remarkable
results. Let’s take the case of a Connecticut attorney (because
of his relatives he prefers not to have his name
mentioned).

Shortly after joining the course, Mr. R----- drove to
Long Island with his wife to visit some of her relatives.
She left him to chat with an old aunt of hers and ther
rushed off by herself to visit some of the younger relatives.
Since he soon had to give a speech professionally
on how he applied the principles of appreciation, he
thought he would gain some worthwhile experience
talking with the-elderly lady. So he looked around the
house to see what he could honestly admire.

“This house was built about 1890, wasn’t it?” he inquired.

“Yes,” she replied, “that is precisely the year it was
built.”

“It reminds me of the house I was born in,” he said.
“It’s beautiful. Well built. Roomy. You know, they don’t
build houses like this anymore.”

“You’re right,” the old lady agreed. “The young folks
nowadays don’t care for beautiful homes. All they want
is a small apartment, and then they go off gadding about
in their automobiles.

“This is a dream house,” she said in a voice vibrating
with tender memories. “This house was built with love.
My husband and I dreamed about it for years before we
built it. We didn’t have an architect. We planned it all
ourselves."

She showed Mr. R----- about the house, and he expressed
his hearty admiration for the beautiful treasures
she had picked up in her travels and cherished over a
lifetime - paisley shawls, an old English tea set, Wedgwood
china, French beds and chairs, Italian paintings,
and silk draperies that had once hung in a French chateau.

After showing Mr. R----- through the house, she took
him out to the garage. There, jacked up on blocks, was a
Packard car - in mint condition.

"My husband bought that car for me shortly before he
passed on,” she said softly. “I have never ridden in it
since his death. . . . You appreciate nice things, and I’m
going to give this car to you.”

“Why, aunty,” he said, “you overwhelm me. I appreciate
your generosity, of course; but I couldn’t possibly
accept it. I’m not even a relative of yours. I have a new
car, and you have many relatives that would like to have
that Packard.”

“Relatives!” she exclaimed. “Yes, I have relatives who
are just waiting till I die so they can get that car. But
they are not going to get it.”

“If you don’t want to give it to them, you can very
easily sell it to a secondhand dealer,” he told her.

“Sell it!” she cried. “Do you think I would sell this
car? Do you think I could stand to see strangers riding
up and down the street in that car - that car that my
husband bought for me? I wouldn’t dream of selling it.
I’m going to give it to you. You appreciate beautiful
things."

He tried to get out of accepting the car, but he couldn’t
without hurting her feelings.

This lady, left all alone in a big house with her paisley
shawls, her French antiques, and her memories, was
starving for a little recognition, She had once been
young and beautiful and sought after She had once built
a house warm with love and had collected things from
all over Europe to make it beautiful. Now, in the isolated
loneliness of old age, she craved a little human warmth,
a little genuine appreciation - and no one gave it to her.
And when she found it, like a spring in the desert, her
gratitude couldn’t adequately express itself with anything
less than the gift of her cherished Packard.

Let’s take another case: Donald M. McMahon, who
was superintendent of Lewis and Valentine, nurserymen
and landscape architects in Rye, New York, related
this incident:

“Shortly after I attended the talk on ‘How to Win
Friends and Influence People,’ I was landscaping the
estate of a famous attorney. The owner came out to give
me a few instructions about where he wished to plant a
mass of rhododendrons and azaleas.

“I said, ‘Judge, you have a lovely hobby. I've been
admiring your beautiful dogs. I understand you win a lot
of blue ribbons every year at the show in Madison
Square Garden.’

“The effect of this little expression of appreciation was
striking.

" ‘Yes,’ the judge replied, ‘I do have a lot of fun with
my dogs. Would you like to see my kennel?’

“He spent almost an hour showing me his dogs and
the prizes they had won. He even brought out their
pedigrees and explained about the bloodlines responsible
for such beauty and intelligence.

“Finally, turning to me, he asked: ‘Do you have any
small children?’

" ‘Yes, I do,’ I replied, ‘I have a son.’

" ‘Well, wouldn’t he like a puppy?’ the judge inquired.

" ‘Oh, yes, he’d be tickled pink.’

" ‘All right, I’m going to give him one,' the . judge announced.

He started to tell me how to feed the puppy. Then he
paused. ‘You’ll forget it if I tell you. I’ll write it out.’ So
the judge went in the house, typed out the pedigree and
feeding instructions, and gave me a puppy worth several
hundred dollars and one hour and fifteen minutes of his
valuable time largely because I had expressed my honest 
admiration for his hobby and achievements.”

George Eastman, of Kodak fame, invented the transparent
film that made motion pictures possible, amassed
a fortune of a hundred million dollars, and made himself
one of the most famous businessmen on earth. Yet in
spite of all these tremendous accomplishments, he
craved little recognitions even as you and I.

To illustrate: When Eastman was building the Eastman 
School of Music and also Kilbourn Hall in Rochester, 
James Adamson, then president of the Superior
Seating Company of New York, wanted to get the order
to supply the theater chairs for these buildings. Phoning
the architect, Mr. Adamson made an appointment to see
Mr. Eastman in Rochester.

When Adamson arrived, the architect said: "I know
you want to get this order, but I can tell you right now
that you won’t stand a ghost of a show if you take more
than five minutes of George Eastman’s time. He is a
strict disciplinarian. He is very busy. So tell your story
quickly and get out.”

Adamson was prepared to do just that.

When he was ushered into the room he saw Mr. Eastman
bending over a pile of papers at his desk. Presently,
Mr. Eastman looked up, removed his glasses, and
walked toward the architect and Mr. Adamson, saying:
“Good morning, gentlemen, what can I do for you?”

The architect introduced them, and then Mr. Adamson
said: “While we’ve been waiting for you, Mr. Eastman,
I’ve been admiring your office. I wouldn’t mind working
in a room like this myself. I’m in the interior-woodworking
business, and I never saw a more beautiful office in
all my life.”

George Eastman replied: “You remind me of something
I had almost forgotten. It is beautiful, isn’t it? I
enjoyed it a great deal when it was first built. But I come
down here now with a lot of other things on my mind
and sometimes don’t even see the room for weeks at a
time ."

Adamson walked over and rubbed his hand across a
panel. “This is English oak, isn’t it? A little different
texture from Italian oak.”

“Yes,” Eastman replied. “Imported English oak. It
was selected for me by a friend who specializes in fine
woods ."

Then Eastman showed him about the room, commenting
on the proportions, the coloring, the hand carving
and other effects he had helped to plan and execute.

While drifting about the room, admiring the wood-work,
they paused before a window, and George Eastman,
in his modest, soft-spoken way, pointed out some
of the institutions through which he was trying to help
humanity: the University of Rochester, the General Hospital,
the Homeopathic Hospital, the Friendly Home,
the Children’s Hospital. Mr. Adamson congratulated
him warmly on the idealistic way he was using his
wealth to alleviate the sufferings of humanity. Presently,
George Eastman unlocked a glass case and pulled out
the first camera he had ever owned - an invention he
had bought from an Englishman.

Adamson questioned him at length about his early
struggles to get started in business, and Mr. Eastman
spoke with real feeling about the poverty of his childhood,
telling how his widowed mother had kept a boardinghouse
while he clerked in an insurance office. The
terror of poverty haunted him day and night, and he
resolved to make enough money so that his mother
wouldn’t have to work, Mr. Adamson drew him out with
further questions and listened, absorbed, while he related
the story of his experiments with dry photographic
plates. He told how he had worked in an office all day,
and sometimes experimented all night, taking only brief
naps while the chemicals were working, sometimes
working and sleeping in his clothes for seventy-two
hours at a stretch.

James Adamson had been ushered into Eastman’s office
at ten-fifteen and had been warned that he must not
take more than five minutes; but an hour had passed,
then two hours passed. And they were still talking.
Finally, George Eastman turned to Adamson and said,
“The last time I was in Japan I bought some chairs,
brought them home, and put them in my sun porch. But
the sun peeled the paint, so I went downtown the other
day and bought some paint and painted the chairs myself.
Would you like to see what sort of a job I can do
painting chairs? All right. Come up to my home and have
lunch with me and I’ll show you.”

After lunch, Mr. Eastman showed Adamson the chairs
he had brought from Japan. They weren’t worth more
than a few dollars, but George Eastman, now a multimillionaire,
was proud of them because he himself had
painted them.

The order for the seats amounted to $90,000. Who do
you suppose got the order - James Adamson or one of
his competitors?

From the time of this story until Mr. Eastman’s death,
he and James Adamson were close friends.

Claude Marais, a restaurant owner in Rouen, France,
used this principle and saved his restaurant the loss of a
key employee. This woman had been in his employ for
five years and was a vital link between M. Marais and
his staff of twenty-one people. He was shocked to receive
a registered letter from her advising him of her
resignation.

M. Marais reported: "I was very surprised and, even
more, disappointed, because I was under the impression
that I had been fair to her and receptive to her needs.
Inasmuch as she was a friend as well as an employee, I
probably had taken her too much for granted and maybe
was even more demanding of her than of other employees.

"I could not, of course, accept this resignation without
some explanation. I took her aside and said, ‘Paulette,
you must understand that I cannot accept your resignation
You mean a great deal to me and to this company,
and you are as important to the success of this restaurant
as I am.’ I repeated this in front of the entire staff, and I
invited her to my home and reiterated my confidence in
her with my family present.

“Paulette withdrew her resignation, and today I can
rely on her as never before. I frequently reinforce this
by expressing my appreciation for what she does and
showing her how important she is to me and to the restaurant.”

“Talk to people about themselves,” said Disraeli, one
of the shrewdest men who ever ruled the British Empire.
“Talk to people about themselves and they will
listen for hours ."

PRINCIPLE 6
Make the other person feel important-and
do it sincerely.

In a Nutshell	
SIX WAYS TO MAKE PEOPLE LIKE YOU

PRINCIPLE 1
Become genuinely interested in other people.

PRINCIPLE 2
Smile.

PRINCIPLE 3
Remember that a person’s name is to that person the
sweetest and most important sound in any language.

PRINCIPLE 4
Be a good listener. Encourage others to talk about
themselves.

PRINCIPLE 5
Talk in terms of the other person’s interests.

PRINCIPLE 6
Make the other person feel important-and do it sincerely.

Part THREE
How to Win People to Your
Way of Thinking

1
YOU CAN’T WIN AN ARGUMENT

Shortly after the close of World War I, I learned an invaluable
lesson one night in London. I was manager at
the time for Sir Ross Smith. During the war, Sir Ross had
been the Australian ace out in Palestine; and shortly
after peace was declared, he astonished the world by
flying halfway around it in thirty days. No such feat had
ever been attempted before. It created a tremendous
sensation. The Australian government awarded him fifty
thousand dollars; the King of England knighted him;
and, for a while, he was the most talked-about man
under the Union Jack. I was attending a banquet one
night given in Sir Ross’s honor; and during the dinner,
the man sitting next to me told a humorous story which
hinged on the quotation “There’s a divinity that shapes
our ends, rough-hew them how we will.”

The raconteur mentioned that the quotation was from
the Bible. He was wrong. I knew that, I knew it positively.
There couldn’t be the slightest doubt about it.
And so, to get a feeling of importance and display my
superiority, I appointed myself as an unsolicited and unwelcome
committee of one to correct him. He stuck to
his guns. What? From Shakespeare? Impossible! Absurd! That quotation was from the Bible. And he knew it.

The storyteller was sitting on my right; and Frank
Gammond, an old friend of mine, was seated at my left.
Mr. Gammond had devoted years to the study of Shakespeare,
So the storyteller and I agreed to submit the
question to Mr. Gammond. Mr. Gammond listened,
kicked me under the table, and then said: “Dale, you are
wrong. The gentleman is right. It is from the Bible.”

On our way home that night, I said to Mr. Gammond:
“Frank, you knew that quotation was from Shakespeare,”

“Yes, of course,” he replied, "Hamlet, Act Five, Scene
Two. But we were guests at a festive occasion, my dear
Dale. Why prove to a man he is wrong? Is that going to
make him like you? Why not let him save his face? He
didn’t ask for your opinion. He didn’t want it. Why argue
with him? Always avoid the acute angle.” The man who
said that taught me a lesson I’ll never forget. I not
only had made the storyteller uncomfortable, but had
put my friend in an embarrassing situation. How much
better it would have been had I not become argumentative.

It was a sorely needed lesson because I had been an
inveterate arguer. During my youth, I had argued with
my brother about everything under the Milky Way.
When I went to college, I studied logic and argumentation
and went in for debating contests. Talk about being
from Missouri, I was born there. I had to be shown.
Later, I taught debating and argumentation in New
York; and once, I am ashamed to admit, I planned to
write a book on the subject. Since then, I have listened
to, engaged in, and watched the effect of thousands of
arguments. As a result of all this, I have come to the
conclusion that there is only one way under high heaven
to get the best of an argument - and that is to avoid it .

Avoid it as you would avoid rattlesnakes and earthquakes.

Nine times out of ten, an argument ends with each of
the contestants more firmly convinced than ever that he
is absolutely right.

You can’t win an argument. You can’t because if you
lose it, you lose it; and if you win it, you lose it. Why?
Well, suppose you triumph over the other man and shoot
his argument full of holes and prove that he is non compos
mentis. Then what? You will feel fine. But what
about him? You have made him feel inferior. You have
hurt his pride. He will resent your triumph. And -

A man convinced against his will
Is of the same opinion still.

Years ago Patrick J. O’Haire joined one of my classes.
He had had little education, and how he loved a scrap!
He had once been a chauffeur, and he came to me because
he had been trying, without much success, to sell
trucks. A little questioning brought out the fact that he
was continually scrapping with and antagonizing the
very people he was trying to do business with, If a prospect
said anything derogatory about the trucks he was
selling, Pat saw red and was right at the customer’s
throat. Pat won a lot of arguments in those days. As he
said to me afterward, "I often walked out of an office
saving: ‘I told that bird something.’ Sure I had told him
something, but I hadn’t sold him anything.”

Mv first problem was not to teach Patrick J. O’Haire to
talk. My immediate task was to train him to refrain from
talking and to avoid verbal fights.

Mr. O’Haire became one of the star salesmen for the
White Motor Company in New York. How did he do it?
Here is his story in his own words: “If I walk into a
buyer’s office now and he says: ‘What? A White truck?

They’re no good! I wouldn’t take one if you gave it to
me. I’m going to buy the Whose-It truck,’ I say, ‘The
Whose-It is a good truck. If you buy the Whose-It, you’ll
never make a mistake. The Whose-Its are made by a fine
company and sold by good people.’

“He is speechless then. There is no room for an argument.
If he says the Whose-It is best and I say sure it is,
he has to stop. He can’t keep on all afternoon saying,
‘It’s the best’ when I’m agreeing with him. We then get
off the subject of Whose-It and I begin to talk about the
good points of the White truck.

“There was a time when a remark like his first one
would have made me see scarlet and red and orange. I
would start arguing against the Whose-It; and the more
I argued against it, the more my prospect argued in favor
of it; and the more he argued, the more he sold himself
on my competitor’s product.

“As I look back now I wonder how I was ever able to
sell anything. I lost years of my life in scrapping and
arguing. I keep my mouth shut now. It pays.”

As wise old Ben Franklin used to say:

If you argue and rankle and contradict, you may achieve
a victory sometimes; but it will be an empty victory because
you will never get your opponent’s good will.

So figure it out for yourself. Which would you rather
have, an academic, theatrical victory or a person’s good
will? You can seldom have both.

The Boston Transcript once printed this bit of significant
doggerel:

Here lies the body of William Jay, .
Who died maintaining his right of way- 
He was right, dead right, as he sped along,
But he’s just as dead as if he were wrong.

You may be right, dead right, as you speed along in
your argument; but as far as changing another’s mind is
concerned, you will probably be just as futile as if you
were wrong.

Frederick S. Parsons, an income tax consultant, had
been disputing and wrangling for an hour with a gover-ment
tax inspector. An item of nine thousand dollars was
at stake. Mr. Parsons claimed that this nine thousand
dollars was in reality a bad debt, that it would never be
collected, that it ought not to be taxed. “Bad debt, my
eye !" retorted the inspector. “It must be taxed.”

“This inspector was cold, arrogant and stubborn,” Mr.
Parsons said as he told the story to the class. “Reason
was wasted and so were facts. . . The longer we argued,
the more stubborn he became. So I decided to avoid
argument, change the subject, and give him appreciation.

"I said, ‘I suppose this is a very petty matter in comparison
with the really important and difficult decisions
you’re required to make. I’ve made a study of taxation
myself. But I’ve had to get my knowledge from books.
You are getting yours from the firing line of experience.
I sometime wish I had a job like yours. It would teach
me a lot.’ I meant every word I said.

“Well.” The inspector straightened up in his chair,
leaned back, and talked for a long time about his work,
telling me of the clever frauds he had uncovered. His
tone gradually became friendly, and presently he was
telling me about his children. As he left, he advised me
that he would consider my problem further and give me
his decision in a few days.

“He called at my office three days later and informed
me that he had decided to leave the tax return exactly as
it was filed.”

This tax inspector was demonstrating one of the most
common of human frailties. He wanted a feeling of importance; and as long as Mr. Parsons argued with him, 
he got his feeling of importance by loudly asserting his 
authority. But as soon as his importance was admitted
and the argument stopped and he was permitted to expand
his ego, he became a sympathetic and kindly
human being.

Buddha said: “Hatred is never ended by hatred but by
love," and a misunderstanding is never ended by an argument
but by tact, diplomacy, conciliation and a sympathetic
desire to see the other person’s viewpoint.

Lincoln once reprimanded a young army officer for
indulging in a violent controversy with an associate. “No
man who is resolved to make the most of himself,” said
Lincoln, "can spare time for personal contention. Still
less can he afford to take the consequences, including
the vitiation of his temper and the loss of self-control.
Yield larger things to which you show no more than
equal rights; and yield lesser ones though clearly your
own. Better give your path to a dog than be bitten by
him in contesting for the right. Even killing the dog
would not cure the bite.”

In an article in Bits and Pieces,* some suggestions are
made on how to keep a disagreement from becoming an
argument:

Welcome the disagreement. Remember the slogan, “When
two partners always agree, one of them is not necessary.” If
there is some point you haven’t thought about, be thankful
if it is brought to your attention. Perhaps this disagreement
is your opportunity to be corrected before you make a serious
mistake.

Distrust your first instinctive impression. Our first natural
reaction in a disagreeable situation is to be defensive. Be
careful. Keep calm and watch out for your first reaction. It
may be you at your worst, not your best.

Control your temper. Remember, you can measure the size
of a person by what makes him or her angry.

Listen first. Give your opponents a chance to talk. Let them
finish. Do not resist, defend or debate. This only raises barriers.
Try to build bridges of understanding. Don’t build
higher barriers of misunderstanding.

Look for areas of agreement. When you have heard your
opponents out, dwell first on the points and areas on which
you agree.

Be honest, Look for areas where you can admit error and
say so. Apologize for your mistakes. It will help disarm your
opponents and reduce defensiveness.

Promise to think over your opponents’ ideas and study
them carefully. And mean it. Your opponents may be right.
It is a lot easier at this stage to agree to think about their
points than to move rapidly ahead and find yourself in a
position where your opponents can say: “We tried to tell
you, but you wouldn’t listen.”

Thank your opponents sincerely for their interest. Anyone
who takes the time to disagree with you is interested in the
same things you are. Think of them as people who really
want to help you, and you may turn your opponents into
friends.

Postpone action to give both sides time to think through
the problem. Suggest that a new meeting be held later that
day or the next day, when all the facts may be brought to bear. In preparation for this meeting, ask yourself some hard questions:

Could my opponents be right? Partly right? Is there truth
or merit in their position or argument? Is my reaction one
that will relieve the problem, or will it just relieve any frustration?
Will my reaction drive my opponents further away
or draw them closer to me? Will my reaction elevate the
estimation good people have of me? Will I win or lose?
What price will I have to pay if I win? If I am quiet about it,
will the disagreement blow over? Is this difficult situation
an opportunity for me?

* Bits and Pieces, published by The Economics Press, Fairfield, N.J.

Opera tenor Jan Peerce, after he was married nearly
fifty years, once said: "My wife and I made a pact a long
time ago, and we’ve kept it no matter how angry we’ve
grown with each other. When one yells, the other should
listen-because when two people yell, there is no communication,
just noise and bad vibrations.”

PRINCIPLE 1
The only way to get the best of an argument
is to avoid it.

2
A SURE WAY OF MAKING ENEMIES
-AND HOW TO AVOID IT

When Theodore Roosevelt was in the White House, he
confessed that if he could be right 75 percent of the time,
he would reach the highest measure of his expectation.

If that was the highest rating that one of the most distinguished
men of the twentieth century could hope to
obtain, what about you and me?

If you can be sure of being right only 55 percent of the
time, you can go down to Wall Street and make a million
dollars a day. If you can’t be sure of being right even 55
percent of the time, why should you tell other people
they are wrong?

You can tell people they are wrong by a look or an
intonation or a gesture just as eloquently as you can in
words - and if you tell them they are wrong, do you
make them want to agree with you? Never! For you have
struck a direct blow at their intelligence, judgment,
pride and self-respect. That will make them want to
strike back. But it will never make them want to change
their minds. You may then hurl at them all the logic of a
Plato or an Immanuel Kant, but you will not alter their
opinions, for you have hurt their feelings.

Never begin by announcing "I am going to prove so-and-
so to you.” That’s bad. That’s tantamount to saying:
“I’m smarter than you are, I’m going to tell you a thing
or two and make you change your mind.”

That is a challenge. It arouses opposition and makes
the listener want to battle with you before you even
start.

It is difficult, under even the most benign conditions,
to change people’s minds. So why make it harder? Why
handicap yourself?

If you are going to prove anything, don’t let anybody
know it. Do it so subtly, so adroitly, that no one will feel
that you are doing it. This was expressed succinctly by
Alexander Pope:

Men must be taught as if you taught them not
And things unknown proposed as things forgot.

Over three hundred years ago Galileo said:

You cannot teach a man anything; you can only
help him to find it within himself.

As Lord Chesterfield said to his son:

Be wiser than other people if you can;
but do not tell them so.

Socrates said repeatedly to his followers in Athens:

One thing only I know, and that
is that I know nothing.

Well, I can’t hope to be any smarter than Socrates, so
I have quit telling people they are wrong. And I find that
it pays.

If a person makes a statement that you think is wrong
- yes, even that you know is wrong - isn’t it better to
begin by saying: “Well, now, look, I thought otherwise,
but I may be wrong. I frequently am. And if I am wrong,
I want to be put right. Let’s examine the facts.”

There’s magic, positive magic, in such phrases as: "I
may be wrong. I frequently am. Let’s examine the facts.”

Nobody in the heavens above or on earth beneath
or in the waters under the earth will ever object to your
saying: "I may be wrong. Let’s examine the facts.”

One of our class members who used this approach in
dealing with customers was Harold Reinke, a Dodge
dealer in Billings, Montana. He reported that because of
the pressures of the automobile business, he was often
hard-boiled and callous when dealing with customers’
complaints. This caused flared tempers, loss of business
and general unpleasantness.

He told his class: “Recognizing that this was getting
me nowhere fast, I tried a new tack. I would say something
like this: ‘Our dealership has made so many mistakes
that I am frequently ashamed. We may have erred
in your case. Tell me about it.’

“This approach becomes quite disarming, and by the
time the customer releases his feelings, he is usually
much more reasonable when it comes to settling the
matter. In fact, several customers have thanked me for
having such an understanding attitude. And two of them
have even brought in friends to buy new cars. In this
highly competitive market, we need more of this type of
customer, and I believe that showing respect for all customers’
opinions and treating them diplomatically and
courteously will help beat the competition.”

You will never get into trouble by admitting that you
may be wrong. That will stop all argument and inspire
your opponent to be just as fair and open and broad-minded
as you are. It will make him want to admit that
he, too, may be wrong.

If you know positively that a person is wrong, and you
bluntly tell him or her so, what happens? Let me illustrate.
Mr. S---- a young New York attorney, once argued
a rather important case before the United States
Supreme Court (Lustgarten v. Fleet Corporation 280
U.S. 320). The case involved a considerable sum of
money and an important question of law. During the
argument, one of the Supreme Court justices said to him:
“The statute of limitations in admiralty law is six years,
is it not?”

Mr. S---- stopped, stared at the Justice for a moment,
and then said bluntly: “Your Honor, there is no statute
of limitations in admiralty.”

"A hush fell on the court,” said Mr. S---- as he related
 his experience to one of the author’s classes, “and the
temperature in the room seemed to drop to zero. I was
right. Justice - was wrong. And I had told him so. But
did that make him friendly? No. I still believe that I had
the law on my side. And I know that I spoke better than
I ever spoke before. But I didn’t persuade. I made the
enormous blunder of telling a very learned and famous
man that he was wrong.”

Few people are logical. Most of us are prejudiced and
biased. Most of us are blighted with preconceived notions,
with jealousy, suspicion, fear, envy and pride. And
most citizens don’t want to change their minds about
their religion or their haircut or communism or their favorite
movie star. So, if you are inclined to tell people
they are wrong, please read the following paragraph
every morning before breakfast. It is from James Harvey
Robinson’s enlightening book The Mind in the Making.

We sometimes find ourselves changing our minds without
any resistance or heavy emotion, but if we are told we
are wrong, we resent the imputation and harden our hearts.
We are incredibly heedless in the formation of our beliefs,
but find ourselves filled with an illicit passion for them
when anyone proposes to rob us of their companionship. It
is obviously not the ideas themselves that are dear to us,
but our self-esteem which is threatened. . . . The little word
“my” is the most important one in human affairs, and properly
to reckon with it is the beginning of wisdom. It has the
same force whether it is “my” dinner, “my” dog, and "my"
house, or “my” father, “my” country, and “my” God. We
not only resent the imputation that our watch is wrong, or
our car shabby, but that our conception of the canals of
Mars, of the pronunciation of “Epictetus,” of the medicinal
value of salicin, or of the date of Sargon I is subject to revision.
We like to continue to believe what we have been
accustomed to accept as true, and the resentment aroused
when doubt is cast upon any of our assumptions leads us to
seek every manner of excuse for clinging to it. The result is
that most of our so-called reasoning consists in finding arguments
for going on believing as we already do.

Carl Rogers, the eminent psychologist, wrote in his
book On Becoming a Person:

I have found it of enormous value when I can permit
myself to understand the other person. The way in which I
have worded this statement may seem strange to you, Is it
necessary to permit oneself to understand another? I think
it is. Our first reaction to most of the statements (which we
hear from other people) is an evaluation or judgment, rather
than an understanding of it. When someone expresses some
feeling, attitude or belief, our tendency is almost immediately
to feel “that’s right,” or “that’s stupid,” “that’s abnormal,”
“that’s unreasonable,” “that’s incorrect,” “that’s not
nice ." Very rarely do we permit ourselves to understand
precisely what the meaning of the statement is to the other
person.*

* Adapted from Carl R. Rogers, On Becoming a Person (Boston: Houghton
Mifflin, 1961), pp. 18ff.

I once employed an interior decorator to make some
draperies for my home. When the bill arrived, I was
dismayed.

A few days later, a friend dropped in and looked at the
draperies. The price was mentioned, and she exclaimed
with a note of triumph: “What? That’s awful. I am afraid
he put one over on you.”

True? Yes, she had told the truth, but few people like
to listen to truths that reflect on their judgment. So,
being human, I tried to defend myself. I pointed out that
the best is eventually the cheapest, that one can’t expect
to get quality and artistic taste at bargain-basement
prices, and so on and on.

The next day another friend dropped in, admired the
draperies, bubbled over with enthusiasm, and expressed
a wish that she could afford such exquisite creations for
her home. My reaction was totally different. “Well, to
tell the truth,” I said, "I can’t afford them myself. I paid
too much. I’m sorry I ordered them,”

When we are wrong, we may admit it to ourselves.
And if we are handled gently and tactfully, we may
admit it to others and even take pride in our frankness
and broad-mindedness. But not if someone else is trying
to ram the unpalatable fact down our esophagus.

Horace Greeley, the most famous editor in America
during the time of the Civil War, disagreed violently
with Lincoln’s policies. He believed that he could drive
Lincoln into agreeing with him by a campaign of argument,
ridicule and abuse. He waged this bitter campaign
month after month, year after year. In fact, he wrote a
brutal, bitter, sarcastic and personal attack on President
Lincoln the night Booth shot him.

But did all this bitterness make Lincoln agree with
Greeley? Not at all. Ridicule and abuse never do.
If you want some excellent suggestions about dealing
with people and managing yourself and improving your
personality, read Benjamin Franklin’s autobiography -
one of the most fascinating life stories ever written, one
of the classics of American literature. Ben Franklin tells
how he conquered the iniquitous habit of argument and
transformed himself into one of the most able, suave and
diplomatic men in American history.

One day, when Ben Franklin was a blundering youth,
an old Quaker friend took him aside and lashed him with
a few stinging truths, something like this:

Ben, you are impossible. Your opinions have a slap in
them for everyone who differs with you. They have become
so offensive that nobody cares for them. Your friends find
they enjoy themselves better when you are not around. You
know so much that no man can tell you anything. Indeed,
no man is going to try, for the effort would lead only to
discomfort and hard work. So you are not likely ever to
know any more than you do now, which is very little.

One of the finest things I know about Ben Franklin is
the way he accepted that smarting rebuke. He was big
enough and wise enough to realize that it was true, to
sense that he was headed for failure and social disaster.
So he made a right-about-face. He began immediately to
change his insolent, opinionated ways.

"I made it a rule,” said Franklin, “to forbear all direct
contradiction to the sentiment of others, and all positive
assertion of my own, I even forbade myself the use of
every word or expression in the language that imported
a fix’d opinion, such as ‘certainly,’ ‘undoubtedly,’ etc.,
and I adopted, instead of them, ‘I conceive,’ ‘I apprehend,
’ or ‘I imagine’ a thing to be so or so, or ‘it so
appears to me at present.’ When another asserted something
that I thought an error, I deny’d myself the pleasure
of contradicting him abruptly, and of showing
immediately some absurdity in his proposition: and in
answering I began by observing that in certain cases or
circumstances his opinion would be right, but in the
present case there appear’d or seem’d to me some difference,
etc. I soon found the advantage of this change in
my manner; the conversations I engag’d in went on more
pleasantly. The modest way in which I propos’d my
opinions procur'd them a readier reception and less contradiction;
I had less mortification when I was found to
be in the wrong, and I more easily prevaile'd with others
to give up their mistakes and join with me when I happened
to be in the right.

“And this mode, which I at first put on with some
violence to natural inclination, became at length so easy,
and so habitual to me, that perhaps for these fifty years
past no one has ever heard a dogmatical expression escape
me. And to this habit (after my character of integrity)
I think it principally owing that I had earned so
much weight with my fellow citizens when I proposed
new institutions, or alterations in the old, and so much
influence in public councils when I became a member;
for I was but a bad speaker, never eloquent, subject to
much hesitation in my choice of words, hardly correct in
language, and yet I generally carried my points.”

How do Ben Franklin’s methods work in business?
Let’s take two examples.

Katherine A, Allred of Kings Mountain, North Carolina,
is an industrial engineering supervisor for a yarn-processing
plant. She told one of our classes how she
handled a sensitive problem before and after taking our
training:

“Part of my responsibility,” she reported, “deals with
setting up and maintaining incentive systems and standards
for our operators so they can make more money by
producing more yarn. The system we were using had
worked fine when we had only two or three different
types of yarn, but recently we had expanded our inventory
and capabilities to enable us to run more than
twelve different varieties. The present system was no
longer adequate to pay the operators fairly for the work
being performed and give them an incentive to increase 
production. I had worked up a new system which would
enable us to pay the operator by the class of yam she
was running at any one particular time. With my new
system in hand, I entered the meeting determined to
prove to the management that my system was the right
approach. I told them in detail how they were wrong
and showed where they were being unfair and how I
had all the answers they needed. To say the least, I
failed miserably! I had become so busy defending my
position on the new system that I had left them no opening
to graciously admit their problems on the old one.
The issue was dead.

“After several sessions of this course, I realized all too
well where I had made my mistakes. I called another
meeting and this time I asked where they felt their problems
were. We discussed each point, and I asked them
their opinions on which was the best way to proceed.
With a few low-keyed suggestions, at proper intervals, I
let them develop my system themselves. At the end of
the meeting when I actually presented my system, they
enthusiastically accepted it.

"I am convinced now that nothing good is accomplished
and a lot of damage can be done if you tell a
person straight out that he or she is wrong. You only
succeed in stripping that person of self-dignity and making
yourself an unwelcome part of any discussion.”

Let’s take another example - and remember these
cases I am citing are typical of the experiences of thousands
of other people. R. V. Crowley was a salesman for
a lumber company in New York. Crowley admitted that
he had been telling hard-boiled lumber inspectors for
years that they were wrong. And he had won the arguments
too. But it hadn’t done any good. “For these lumber
inspectors,” said Mr. Crowley, "are like baseball
umpires. Once they make a decision, they never change
it,”

Mr. Crowley saw that his firm was losing thousands of
dollars through the arguments he won. So while taking
my course, he resolved to change tactics and abandon
arguments. With what results? Here is the story as he
told it to the fellow members of his class:

“One morning the phone rang in my office. A hot and
bothered person at the other end proceeded to inform
me that a car of lumber we had shipped into his plant
was entirely unsatisfactory. His firm had stopped unloading
and requested that we make immediate arrangements
to remove the stock from their yard. After about
one-fourth of the car had been unloaded, their lumber
inspector reported that the lumber was running 55 percent
below grade. Under the circumstances, they refused
to accept it.

"I immediately started for his plant and on the way
turned over in my mind the best way to handle the situation.
Ordinarily, under such circumstances, I should
have quoted grading rules and tried, as a result of my
own experience and knowledge as a lumber inspector,
to convince the other inspector that the lumber was actually
up to grade, and that he was misinterpreting the
rules in his inspection. However, I thought I would
apply the principles learned in this training.

“When I arrived at the plant, I found the purchasing
agent and the lumber inspector in a wicked humor, both
set for an argument and a fight. We walked out to the car
that was being unloaded, and I requested that they continue
to unload so that I could see how things were
going. I asked the inspector to go right ahead and lay out
the rejects, as he had been doing, and to put the good
pieces in another pile.

“After watching him for a while it began to dawn on
me that his inspection actually was much too strict and
that he was misinterpreting the rules. This particular
lumber was white pine, and I knew the inspector was

thoroughly schooled in hard woods but not a competent,
experienced inspector on white pine. White pine happened
to be my own strong suit, but did I offer any
objection to the way he was grading the lumber? None 
whatever. I kept on watching and gradually began to ask
questions as to why certain pieces were not satisfactory. 
I didn’t for one instant insinuate that the inspector was
wrong. I emphasized that my only reason for asking was
in order that we could give his firm exactly what they
wanted in future shipments. wanted in future shipments.

“By asking questions in a very friendly, cooperative 
spirit, and insisting continually that they were right in
laying out boards not satisfactory to their purpose, I got 
him warmed up, and the strained relations between us 
began to thaw and melt away. An occasional carefully 
put remark on my part gave birth to the idea in his mind
that possibly some of these rejected pieces were actually
within the grade that they had bought, and that their
requirements demanded a more expensive grade. I was 
very careful, however, not to let him think I was making 
an issue of this point.

“Gradually his whole attitude changed. He finally admitted
to me that he was not experienced on white pine
and began to ask me questions about each piece as it
came out of the car, I would explain why such a piece
came within the grade specified, but kept on insisting 
that we did not want him to take it if it was unsuitable 
for their purpose. He finally got to the point where he 
felt guilty every time he put a piece in the rejected pile.
And at last he saw that the mistake was on their part for
not having specified as good a grade as they needed.

“The ultimate outcome was that he went through the 
entire carload again after I left, accepted the whole lot,
and we received a check in full.

“In that one instance alone, a little tact, and the determination 
to refrain from telling the other man he was
wrong, saved my company a substantial amount of cash,
and it would be hard to place a money value on the good
will that was saved.”

Martin Luther King was asked how, as a pacifist, he
could be an admirer of Air Force General Daniel "Chappie”
James, then the nation’s highest-ranking black officer.
Dr. King replied, "I judge people by their own
principles - not by my own.”

In a similar way, General Robert E. Lee once spoke to
the president of the Confederacy, Jefferson Davis, in the
most glowing terms about a certain officer under his
command. Another officer in attendance was astonished.
“General,” he said, " do you not know that the man of
whom you speak so highly is one of your bitterest enemies
who misses no opportunity to malign you?” "Yes,"
replied General Lee, “but the president asked my opinion
of him; he did not ask for his opinion of me.”

By the way, I am not revealing anything new in this
chapter. Two thousand years ago, Jesus said: “Agree
with thine adversary quickly.”

And 2,200 years before Christ was born, King Akhtoi
of Egypt gave his son some shrewd advice - advice that
is sorely needed today. “Be diplomatic,” counseled the
King. “It will help you gain your point.”

In other words, don’t argue with your customer or your
spouse or your adversary. Don’t tell them they are
wrong, don’t get them stirred up. Use a little diplomacy.

PRINCIPLE 2
Show respect for the other person’s opinions.
Never say, "You're wrong.”

3
IF YOU’RE WRONG, ADMIT IT

Within a minute’s walk of my house there was a wild
stretch of virgin timber, where the blackberry thickets
foamed white in the springtime, where the squirrels
nested and reared their young, and the horseweeds grew
as tall as a horse’s head. This unspoiled woodland was
called Forest Park - and it was a forest, probably not
much different in appearance from what it was when
Columbus discovered America. I frequently walked in
this park with Rex, my little Boston bulldog. He was a
friendly, harmless little hound; and since we rarely met
anyone in the park, I took Rex along without a leash or a
muzzle.

One day we encountered a mounted policeman in the
park, a policeman itching to show his authority.

“‘What do you mean by letting that dog run loose in
the park without a muzzle and leash?” he reprimanded
me. “Don’t you know it’s against the law?”

“Yes, I know it is,” I replied softy, “but I didn’t think
he would do any harm out here.”

"You didn’t think! You didn’t think! The law doesn’t
give a tinker’s damn about what you think. That dog
might kill a squirrel or bite a child. Now, I’m going to let
you off this time; but if I catch this dog out here again
without a muzzle and a leash, you’ll have to tell it to the
judge ."

I meekly promised to obey.

And I did obey - for a few times. But Rex didn’t like
the muzzle, and neither did I; so we decided to take a
chance. Everything was lovely for a while, and then we
struck a snag. Rex and I raced over the brow of a hill one
afternoon and there, suddenly - to my dismay - I saw
the majesty of the law, astride a bay horse. Rex was out
in front, heading straight for the officer.

I was in for it. I knew it. So I didn’t wait until the
policeman started talking. I beat him to it. I said: “Officer,
you’ve caught me red-handed. I’m guilty. I have no
alibis, no excuses. You warned me last week that if I
brought the dog out here again without a muzzle you
would fine me.”

"Well, now,” the policeman responded in a soft tone.
“I know it’s a temptation to let a little dog like that have
a run out here when nobody is around.”

“Sure it’s a temptation,” I replied, “but it is against
the law.”

“Well, a little dog like that isn’t going to harm anybody,”
the policeman remonstrated.

"No, but he may kill squirrels,” I said.

“Well now, I think you are taking this a bit too seriously,”
he told me. “I’ll tell you what you do. You just
let him run over the hill there where I can’t see him - and
we’ll forget all about it.”

That policeman, being human, wanted a feeling of importance;
so when I began to condemn myself, the only
way he could nourish his self-esteem was to take the
magnanimous attitude of showing mercy.

But suppose I had tried to defend myself - well, did
you ever argue with a policeman?

But instead of breaking lances with him, I admitted
that he was absolutely right and I was absolutely wrong;
I admitted it quickly, openly, and with enthusiasm. The
affair terminated graciously in my taking his side and his
taking my side. Lord Chesterfield himself could hardly
have been more gracious than this mounted policeman,
who, only a week previously, had threatened to have the
law on me.

If we know we are going to be rebuked anyhow, isn’t
it far better to beat the other person to it and do it ourselves?
Isn’t it much easier to listen to self-criticism than
to bear condemnation from alien lips?

Say about yourself all the derogatory things you know
the other person is thinking or wants to say or intends to
say - and say them before that person has a chance to
say them. The chances are a hundred to one that a generous,
forgiving attitude will be taken and your mistakes
will be minimized just as the mounted policeman did
with me and Rex.

Ferdinand E. Warren, a commercial artist, used this
technique to win the good will of a petulant, scolding
buyer of art.

“It is important, in making drawings for advertising
and publishing purposes, to be precise and very exact,”
Mr. Warren said as he told the story.

“Some art editors demand that their commissions be
executed immediately; and in these cases, some slight
error is liable to occur. I knew one art director in particular
who was always delighted to find fault with some
little thing. I have often left his office in disgust, not
because of the criticism, but because of his method of
attack. Recently I delivered a rush job to this editor, and
he phoned me to call at his office immediately. He said
something was wrong. When I arrived, I found just what
I had anticipated - and dreaded. He was hostile, gloating
over his chance to criticize. He demanded with heat
why I had done so and so. My opportunity had come to
apply the self-criticism I had been studying about. So I
said: ''Mr. So-and-so, if what you say is true, I am at fault
and there is absolutely no excuse for my blunder. I have
been doing drawings for you long enough to know bet-ter.
I’m ashamed of myself.’

“Immediately he started to defend me. ‘Yes, you’re
right, but after all, this isn’t a serious mistake. It is
only -'

"I interrupted him. ‘Any mistake,’ I said, ‘may be
costly and they are all irritating.’

“He started to break in, but I wouldn’t let him. I was
having a grand time. For the first time in my life, I was
criticizing myself - and I loved it.

" ‘I should have been more careful,’ I continued. ‘You
give me a lot of work, and you deserve the best; so I’m
going to do this drawing all over.’

" ‘No! No!’ he protested. ‘I wouldn’t think of putting
you to all that trouble.’ He praised my work, assured me
that he wanted only a minor change and that my slight
error hadn’t cost his firm any money; and, after all, it was
a mere detail - not worth worrying about.

“My eagerness to criticize myself took all the fight out
of him. He ended up by taking me to lunch; and before
we parted, he gave me a check and another commission”

There is a certain degree of satisfaction in having the
courage to admit one’s errors. It not only clears the air of
guilt and defensiveness, but often helps solve the problem
created by the error.

Bruce Harvey of Albuquerque, New Mexico, had incorrectly
authorized payment of full wages to an employee
on sick leave. When he discovered his error, he
brought it to the attention of the employee and explained
that to correct the mistake he would have to
reduce his next paycheck by the entire amount of the
overpayment. The employee pleaded that as that would
cause him a serious financial problem, could the money
be repaid over a period of time? In order to do this,
Harvey explained, he would have to obtain his supervisor's
approval. “And this I knew,” reported Harvey,
“would result in a boss-type explosion, While trying to
decide how to handle this situation better, I realized that
the whole mess was my fault and I would have to admit I
it to my boss.

“I walked into his office, told him that I had made a
mistake and then informed him of the complete facts.
He replied in an explosive manner that it was the fault
of the personnel department. I repeated that it was my
fault. He exploded again about carelessness in the accounting
department. Again I explained it was my fault.
He blamed two other people in the office. But each time
I reiterated it was my fault. Finally, he looked at me and
said, ‘Okay, it was your fault. Now straighten it out.’ The
error was corrected and nobody got into trouble. I felt
great because I was able to handle a tense situation and
had the courage not to seek alibis. My boss has had more
respect for me ever since.”

Any fool can try to defend his or her mistakes - and
most fools do - but it raises one above the herd and gives
one a feeling of nobility and exultation to admit one’s
mistakes. For example, one of the most beautiful things
that history records about Robert E. Lee is the way he
blamed himself and only himself for the failure of Pickett’s
charge at Gettysburg.

Pickett’s charge was undoubtedly the most brilliant
and picturesque attack that ever occurred in the Western
world. General George E. Pickett himself was picturesque.
He wore his hair so long that his auburn locks
almost touched his shoulders; and, like Napoleon in his
Italian campaigns, he wrote ardent love-letters almost
daily while on the battlefield. His devoted troops
cheered him that tragic July afternoon as he rode off
jauntily toward the Union lines, his cap set at a rakish
angle over his right ear. They cheered and they followed
him, man touching man, rank pressing rank, with banners
flying and bayonets gleaming in the sun. It was a
gallant sight. Daring. Magnificent. A murmur of admiration
ran through the Union lines as they beheld it.

Pickett’s troops swept forward at any easy trot, through
orchard and cornfield, across a meadow and over a ravine.
All the time, the enemy’s cannon was tearing
ghastly holes in their ranks, But on they pressed, grim,
irresistible.

Suddenly the Union infantry rose from behind the
stone wall on Cemetery Ridge where they had been hiding
and fired volley after volley into Pickett's onrushing
troops. The crest of the hill was a sheet of flame, a
slaughterhouse, a blazing volcano. In a few minutes, all
of Pickett’s brigade commanders except one were down,
and four-fifths of his five thousand men had fallen.

General Lewis A. Armistead, leading the troops in the
final plunge, ran forward, vaulted over the stone wall,
and, waving his cap on the top of his sword, shouted:
“Give ‘em the steel, boys!”

They did. They leaped over the wall, bayoneted their
enemies, smashed skulls with clubbed muskets, and
planted the battleflags of the South on Cemetery Ridge.
The banners waved there only for a moment. But that
moment, brief as it was, recorded the high-water mark of
the Confederacy.

Pickett’s charge - brilliant, heroic - was nevertheless
the beginning of the end. Lee had failed. He could not
penetrate the North. And he knew it.

The South was doomed.

Lee was so saddened, so shocked, that he sent in his
resignation and asked Jefferson Davis, the president of
the Confederacy, to appoint "a younger and abler man.”
If Lee had wanted to blame the disastrous failure of
Pickett’s charge on someone else, he could have found a
score of alibis. Some of his division commanders had
failed him. The cavalry hadn’t arrived in time to support
the infantry attack. This had gone wrong and that had
gone awry.

But Lee was far too noble to blame others. As Pickett’s
beaten and bloody troops struggled back to the Confederate
lines, Robert E. Lee rode out to meet them all
alone and greeted them with a self-condemnation that
was little short of sublime. “All this has been my fault,”
he confessed. "I and I alone have lost this battle.”

Few generals in all history have had the courage and
character to admit that.

Michael Cheung, who teaches our course in Hong
Kong, told of how the Chinese culture presents some
special problems and how sometimes it is necessary to
recognize that the benefit of applying a principle may be
more advantageous than maintaining an old tradition.
He had one middle-aged class member who had been
estranged from his son for many years. The father had
been an opium addict, but was now cured. In Chinese
tradition an older person cannot take the first step. The
father felt that it was up to his son to take the initiative
toward a reconciliation. In an early session, he told the
class about the grandchildren he had never seen and
how much he desired to be reunited with his son. His
classmates, all Chinese, understood his conflict between
his desire and long-established tradition. The father felt
that young people should have respect for their elders
and that he was right in not giving in to his desire, but to
wait for his son to come to him.

Toward the end of the course the father again addressed
his class. “I have pondered this problem,” he
said. “Dale Carnegie says, ‘If you are wrong, admit it
quickly and emphatically.’ It is too late for me to admit
it quickly, but I can admit it emphatically. I wronged my
son. He was right in not wanting to see me and to expel
me from his life. I may lose face by asking a younger
person’s forgiveness, but I was at fault and it is my responsibility
to admit this.” The class applauded and
gave him their full support. At the next class he told how
he went to his son’s house, asked for and received forgiveness
and was now embarked on a new relationship
with his son, his daughter-in-law and the grandchildren
he had at last met.

Elbert Hubbard was one of the most original authors
who ever stirred up a nation, and his stinging sentences
often aroused fierce resentment. But Hubbard with his
rare skill for handling people frequently turned his enemies
into friends.

For example, when some irritated reader wrote in to
say that he didn’t agree with such and such an article
and ended by calling Hubbard this and that, Elbert Hubbard
would answer like this:

Come to think it over, I don’t entirely agree with it myself.
Not everything I wrote yesterday appeals to me today. I am
glad to learn what you think on the subject. The next time
you are in the neighborhood you must visit us and we’ll get
this subject threshed out for all time. So here is a handclasp
over the miles, and I am,

					Your sincerely,

What could you say to a man who treated you like
that?

When we are right, let’s try to win people gently and
tactfully to our way of thinking, and when we are wrong
- and that will be surprisingly often, if we are honest
with ourselves - let’s admit our mistakes quickly and
with enthusiasm. Not only will that technique produce
astonishing results; but, believe it or not, it is a lot more
fun, under the circumstances, than trying to defend oneself.

Remember the old proverb: "By fighting you never
get enough, but by yielding you get more than you expected.”

PRINCIPLE 3
If you are wrong, admit it quickly and
emphatically.

4
A DROP OF HONEY

If your temper is aroused and you tell ‘em a thing or two,
you will have a fine time unloading your feelings. But
what about the other person? Will he share your pleasure?
Will your belligerent tones, your hostile attitude,
make it easy for him to agree with you?

“If you come at me with your fists doubled,” said
Woodrow Wilson, “I think I can promise you that mine
will double as fast as yours; but if you come to me and
say, ‘Let us sit down and take counsel together, and, if
we differ from each other, understand why it is that we
differ, just what the points at issue are,’ we will presently
find that we are not so far apart after all, that the
points on which we differ are few and the points on
which we agree are many, and that if we only have the
patience and the candor and the desire to get together,
we will get together.”

Nobody appreciated the truth of Woodrow Wilson’s
statement more than John D. Rockefeller, Jr. Back in
1915, Rockefeller was the most fiercely despised man in
Colorado, One of the bloodiest strikes in the history of
American industry had been shocking the state for two
terrible years. Irate, belligerent miners were demanding
higher wages from the Colorado Fuel and Iron Company;
Rockefeller controlled that company. Property had 
been destroyed, troops had been called out. Blood had
been shed. Strikers had been shot, their bodies riddled
with bullets. 

At a time like that, with the air seething with hatred,
Rockefeller wanted to win the strikers to his way of
thinking. And he did it. How? Here’s the story. After
weeks spent in making friends, Rockefeller addressed
the representatives of the strikers. This speech, in its
entirety, is a masterpiece. It produced astonishing results.
It calmed the tempestuous waves of hate that
threatened to engulf Rockefeller. It won him a host of
admirers. It presented facts in such a friendly manner
that the strikers went back to work without saying another
word about the increase in wages for which they
had fought so violently.

The opening of that remarkable speech follows. Note
how it fairly glows with friendliness. Rockefeller, remember,
was talking to men who, a few days previously,
had wanted to hang him by the neck to a sour apple tree;
yet he couldn’t have been more gracious, more friendly
if he had addressed a group of medical missionaries. His
speech was radiant with such phrases as I am proud to
be here, having visited in your homes, met many of your
wives and children, we meet here not as strangers, but
as friends . . . spirit of mutual friendship, our common
interests, it is only by your courtesy that I am here.

“This is a red-letter day in my life,” Rockefeller
began. “It is the first time I have ever had the good
fortune to meet the representatives of the employees of
this great company, its officers and superintendents, together,
and I can assure you that I am proud to be here,
and that I shall remember this gathering as long as I live.
Had this meeting been held two weeks ago, I should
have stood here a stranger to most of you, recognizing a
few faces. Having had the opportunity last week of
visiting all the camps in the southern coal field and
of talking individually with practically all of the
representatives, except those who were away; having
visited in your homes, met many of your wives and children,
we meet here not as strangers, but as friends, and
it is in that spirit of mutual friendship that I am glad to
have this opportunity to discuss with you our common
interests.

“Since this is a meeting of the officers of the company
and the representatives of the employees, it is only by
your courtesy that I am here, for I am not so fortunate as
to be either one or the other; and yet I feel that I am
intimately associated with you men, for, in a sense, I
represent both the stockholders and the directors.”

Isn’t that a superb example of the fine art of making
friends out of enemies?

Suppose Rockefeller had taken a different tack. Suppose
he had argued with those miners and hurled devastating
facts in their faces. Suppose he had told them by
his tones and insinuations that they were wrong Suppose
that, by all the rules of logic, he had proved that
they were wrong. What would have happened? More
anger would have been stirred up, more hatred, more
revolt.

If a man's heart is rankling with discord and ill feeling
toward you, you can’t win him to your way of thinking
with all the logic in Christendom. Scolding parents
and domineering bosses and husbands and nagging
wives ought to realize that people don’t want to change
their minds. They can’t he forced or driven to agree
with you or me. But they may possibly be led to, if we
are gentle and friendly, ever so gentle and ever so
friendly.

Lincoln said that, in effect, over a hundred years ago.
Here are his words:

It is an old and true maxim that "a drop of honey catches
more flies than a gallon of gall." So with men, if you would
win a man to you cause, first convince him that you are his
sincere friend. Therein is a drop of honey that catches his
heart; which, say what you will, is the great high road to
his reason.

Business executives have learned that it pays to be
friendly to strikers. For example, when 2,500 employees
in the White Motor Company’s plant struck for higher
wages and a union shop, Robert F. Black, then president
of the company, didn’t lose his temper and condemn and
threaten and talk of tryanny and Communists. He actually
praised the strikers. He published an advertisement
in the Cleveland papers, complimenting them on
“the peaceful way in which they laid down their tools.”
Finding the strike pickets idle, he bought them a couple
of dozen baseball bats and gloves and invited them to
play ball on vacant lots. For those who preferred bowling,
he rented a bowling alley.

This friendliness on Mr. Black’s part did what friendliness
always does: it begot friendliness. So the strikers
borrowed brooms, shovels, and rubbish carts, and began
picking up matches, papers, cigarette stubs, and cigar
butts around the factory. Imagine it! Imagine strikers
tidying up the factory grounds while battling for higher
wages and recognition of the union. Such an event had
never been heard of before in the long, tempestuous
history of American labor wars. That strike ended with a
compromise settlement within a week-ended without
any ill feeling or rancor.

Daniel Webster, who looked like a god and talked like
Jehovah, was one of the most successful advocates who
ever pleaded a case; yet he ushered in his most powerful
arguments with such friendly remarks as: “It will be for
the jury to consider,” “This may perhaps be worth
thinking of,” " Here are some facts that I trust you will
not lose sight of,” or “You, with your knowledge of
human nature, will easily see the significance of these
facts.” No bulldozing. No high-pressure methods. No attempt
to force his opinions on others. Webster used the
soft-spoken, quiet, friendly approach, and it helped to
make him famous.

You may never be called upon to settle a strike or
address a jury, but you may want to get your rent reduced.
Will the friendly approach help you then? Let’s
see.

0. L. Straub, an engineer, wanted to get his rent reduced.
And he knew his landlord was hard-boiled. "I
wrote him,” Mr. Straub said in a speech before the class,
“notifying him that I was vacating my apartment as soon
as my lease expired. The truth was, I didn’t want to
move. I wanted to stay if I could get my rent reduced.
But the situation seemed hopeless. Other tenants had
tried - and failed. Everyone told me that the landlord
was extremely difficult to deal with. But I said to myself,
‘I am studying a course in how to deal with people, so
I’ll try it on him - and see how it works.’

“He and his secretary came to see me as soon as he
got my letter. I met him at the door with a friendly greeting.
I fairly bubbled with good will and enthusiasm. I
didn’t begin talking about how high the rent was. I
began talking about how much I liked his apartment
house. Believe me, I was ‘hearty in my approbation and
lavish in my praise.' I complimented him on the way he
ran the building and told him I should like so much to
stay for another year but I couldn’t afford it.

“He had evidently never had such a reception from a
tenant. He hardly knew what to make of it.

“Then he started to tell me his troubles. Complaining
tenants. One had written him fourteen letters, some of
them positively insulting. Another threatened to break
his lease unless the landlord kept the man on the floor
above from snoring. ‘What a relief it is,’ he said, ‘to have
a satisfied tenant like you.’ And then, without my even
asking him to do it, he offered to reduce my rent a little.
I wanted more, so I named the figure I could afford to
pay, and he accepted without a word.

“As he was leaving, he turned to me and asked, ‘What
decorating can I do for you?’

“If I had tried to get the rent reduced by the methods
the other tenants were using, I am positive I should have
met with the same failure they encountered. It was the
friendly, sympathetic, appreciative approach that won.”

Dean Woodcock of Pittsburgh, Pennsylvania, is the
superintendent of a department of the local electric company.
His staff was called upon to repair some equipment
on top of a pole. This type of work had formerly
been performed by a different department and had only
recently been transferred to Woodcock’s section Although
his people had been trained in the work, this was
the first time they had ever actually been called upon to
do it. Everybody in the organization was interested in
seeing if and how they could handle it. Mr. Woodcock,
several of his subordinate managers, and members of
other departments of the utility went to see the operation.
Many cars and trucks were there, and a number of
people were standing around watching the two lone
men on top of the pole.

Glancing around, Woodcock noticed a man up the
street getting out of his car with a camera. He began
taking pictures of the scene. Utility people are extremely
conscious of public relations, and suddenly Woodcock
realized what this setup looked like to the man with the
camera - overkill, dozens of people being called out to
do a two-person job. He strolled up the street to the
photographer.

"I see you’re interested in our operation.”

“Yes, and my mother will be more than interested.
She owns stock in your company. This will be an eye-opener
for her. She may even decide her investment was
unwise. I’ve been telling her for years there’s a lot of
waste motion in companies like yours. This proves it.
The newspapers might like these pictures, too.”

“It does look like it, doesn’t it? I’d think the same
thing in your position. But this is a unique situation, . . .”
and Dean Woodcock went on to explain how
this was the first job of this type for his department and
how everybody from executives down was interested.
He assured the man that under normal conditions two
people could handle the job. The photographer put away
his camera, shook Woodcock’s hand, and thanked him
for taking the time to explain the situation to him.

Dean Woodcock’s friendly approach saved his company
much embarrassment and bad publicity.

Another member of one of our classes, Gerald H. Winn
of Littleton, New Hampshire, reported how by using a
friendly approach, he obtained a very satisfactory settlement
on a damage claim.

“Early in the spring,” he reported, “before the ground
had thawed from the winter freezing, there was an unusually
heavy rainstorm and the water, which normally
would have run off to nearby ditches and storm drains
along the road, took a new course onto a building lot
where I had just built a new home.

“Not being able to run off, the water pressure built up
around the foundation of the house. The water forced
itself under the concrete basement floor, causing it to
explode, and the basement filled with water. This ruined
the furnace and the hot-water heater. The cost to repair
this damage was in excess of two thousand dollars. I had
no insurance to cover this type of damage.

“However, I soon found out that the owner of the subdivision
had neglected to put in a storm drain near the
house which could have prevented this problem I made
an appointment to see him. During the twenty-five-mile
trip to his office, I carefully reviewed the situation and,
remembering the principles I learned in this course, I
decided that showing my anger would not serve any
worthwhile purpose, When I arrived, I kept very calm
and started by talking about his recent vacation to the
West Indies; then, when I felt the timing was right, I
mentioned the ‘little’ problem of water damage. He
quickly agreed to do his share in helping to correct the
problem.

“A few days later he called and said he would pay for
the damage and also put in a storm drain to prevent the
same thing from happening in the future.

“Even though it was the fault of the owner of the subdivision,
if I had not begun in a friendly way, there
would have been a great deal of difficulty in getting him
to agree to the total liability.”

Years ago, when I was a barefoot boy walking through
the woods to a country school out in northwest Missouri,
I read a fable about the sun and the wind. They quarreled
about which was the stronger, and the wind said,
"I'll prove I am. See the old man down there with a
coat? I bet I can get his coat off him quicker than you
can.”

So the sun went behind a cloud, and the wind blew
until it was almost a tornado, but the harder it blew, the
tighter the old man clutched his coat to him.

Finally, the wind calmed down and gave up, and then
the sun came out from behind the clouds and smiled
kindly on the old man. Presently, he mopped his brow
and pulled off his coat. The sun then told the wind that
gentleness and friendliness were always stronger than
fury and force.

The use of gentleness and friendliness is demonstrated
day after day by people who have learned that a
drop of honey catches more flies than a gallon of gall.
F. Gale Connor of Lutherville, Maryland, proved this
when he had to take his four-month-old car to the service
department of the car dealer for the third time. He told
our class: “It was apparent that talking to, reasoning with
or shouting at the service manager was not going to lead
to a satisfactory resolution of my problems.

“I walked over to the showroom and asked to see the
agency owner, Mr. White. After a short wait, I was ushered
into Mr. White’s office. I introduced myself and
explained to him that I had bought my car from his
dealership because of the recommendations of friends
who had had previous dealings with him. I was told that
his prices were very competitive and his service was
outstanding. He smiled with satisfaction as he listened
to me. I then explained the problem I was having with
the service department. ‘I thought you might want to be
aware of any situation that might tarnish your fine reputation,’
I added. He thanked me for calling this to his
attention and assured me that my problem would be
taken care of. Not only did he personal get involved,
but he also lent me his car to use while mine was being
repaired.”

Aesop was a Greek slave who lived at the court of
Croesus and spun immortal fables six hundred years before
Christ. Yet the truths he taught about human nature
are just as true in Boston and Birmingham now as they
were twenty-six centuries ago in Athens. The sun can
make you take off your coat more quickly than the wind;
and kindliness, the friendly approach and appreciation
can make people change their minds more readily than
all the bluster and storming in the world.

Remember what Lincoln said: “A drop of honey
catches more flies than a gallon of gall.”

PRINCIPLE 4
Begin in a friendly way.

5
THE SECRET OF SOCRATES

In talking with people, don’t begin by discussing the
things on which you differ. Begin by emphasizing - and
keep on emphasizing - the things on which you agree.
Keep emphasizing, if possible, that you are both striving
for the same end and that your only difference is one of
method and not of purpose.

Get the other person saying “Yes, yes” at the outset.
Keep your opponent, if possible, from saying “No.”
A “No” response, according to Professor Overstreet,*
is a most difficult handicap to overcome. When you have
said “No,” all your pride of personality demands that
you remain consistent with yourself. You may later feel
that the “No” was ill-advised; nevertheless, there is your
precious pride to consider! Once having said a thing,
you feel you must stick to it. Hence it is of the very
greatest importance that a person be started in the affirmative
direction.

* Harry A. Overstreet, lnfluencing Humun Behavior (New York: Norton,
1925).

The skillful speaker gets, at the outset, a number of
“Yes” responses. This sets the psychological process of
the listeners moving in the affirmative direction. It is
like the movement of a billiard ball. Propel in one direction,
and it takes some force to deflect it; far more force
to send it back in the opposite direction.

The psychological patterns here are quite clear. When
a person says “No” and really means it, he or she is
doing far more than saying a word of two letters. The
entire organism - glandular, nervous, muscular -
gathers itself together into a condition of rejection. There is,
usually in minute but sometimes in observable degree,
a physical withdrawal or readiness for withdrawal. The
whole neuromuscular system, in short, sets itself on
guard against acceptance. When, to the contrary, a person
says “Yes,” none of the withdrawal activities takes
place. The organism is in a forward - moving, accepting,
open attitude. Hence the more “Yeses” we can, at the
very outset, induce, the more likely we are to succeed in
capturing the attention for our ultimate proposal.

It is a very simple technique - this yes response. And
yet, how much it is neglected! It often seems as if people
get a sense of their own importance by antagonizing others
at the outset.

Get a student to say “No” at the beginning, or a customer,
child, husband, or wife, and it takes the wisdom
and the patience of angels to transform that bristling
negative into an affirmative.

The use of this “yes, yes” technique enabled James
Eberson, who was a teller in the Greenwich Savings
Bank, in New York City, to secure a prospective customer
who might otherwise have been lost.

“This man came in to open an account,” said Mr.
Eberson, “and I gave him our usual form to fill out. Some
of the questions he answered willingly, but there were
others he flatly refused to answer.

“Before I began the study of human relations, I would
have told this prospective depositor that if he refused to
give the bank this information, we should have to refuse
to accept this account. I am ashamed that I have been
guilty of doing that very thing in the past. Naturally, an
ultimatum like that made me feel good. I had shown
who was boss, that the bank’s rules and regulations
couldn’t be flouted. But that sort of attitude certainly
didn’t give a feeling of welcome and importance to the
man who had walked in to give us his patronage.

“I resolved this morning to use a little horse sense. I
resolved not to talk about what the bank wanted but
about what the customer wanted. And above all else, I
was determined to get him saying ‘yes, yes’ from the
very start. So I agreed with him. I told him the information
he refused to give was not absolutely necessary.

" ‘However,’ I said, ‘suppose you have money in this
bank at your death. Wouldn’t you like to have the bank
transfer it to your next of kin, who is entitled to it according
to law?’

" ‘Yes, of course,’ he replied.

" ‘Don’t you think,’ I continued, ‘that it would be a
good idea to give us the name of your next of kin so that,
in the event of your death, we could carry out your
wishes without error or delay?’

“Again he said, ‘Yes.’

“The young man’s attitude softened and changed
when he realized that we weren’t asking for this information
for our sake but for his sake. Before leaving the
bank, this young man not only gave me complete information
about himself but he opened, at my suggestion,
a trust account, naming his mother as the beneficiary for
his account, and he had gladly answered all the questions
concerning his mother also.

"I found that by getting him to say ‘yes, yes’ from the
outset, he forgot the issue at stake and was happy to do
all the things I suggested.”

Joseph Allison, a sales representative for Westinghouse
Electric Company, had this story to tell: “There
was a man in my territory that our company was most
eager to sell to. My predecessor had called on him for
ten years without selling anything When I took over the
territory, I called steadily for three years without getting
an order. Finally, after thirteen years of calls and sales
talk, we sold him a few motors. If these proved to be all
right, an order for several hundred more would follow.
Such was my expectation,

“Right? I knew they would be all right. So when I
called three weeks later, I was in high spirits.

“The chief engineer greeted me with this shocking
announcement: ‘Allison, I can’t buy the remainder of the
motors from you.’

" ‘Why?’ I asked in amazement. ‘Why?’

" ‘Because your motors are too hot. I can’t put my hand
on them,’

"I knew it wouldn’t do any good to argue. I had tried
that sort of thing too long. So I thought of getting the
'yes, yes' response.

" ‘Well, now look, Mr. Smith,’ I said. ‘I agree with you
a hundred percent; if those motors are running too hot,
you ought not to buy any more of them. You must have
motors that won’t run any hotter than standards set by
the National Electrical Manufacturers Association. Isn’t
that so?’

“He agreed it was. I had gotten my first ‘yes.’

" ‘The Electrical Manufacturers Association regulations
say that a properly designed motor may have a
temperature of 72 degrees Fahrenheit above room temperature.
Is that correct?’

" ‘Yes,’ he agreed. ‘That’s quite correct. But your motors
are much hotter.’

"I didn’t argue with him. I merely asked: ‘How hot is
the mill room?’

" ‘Oh,’ he said, ‘about 75 degrees Fahrenheit.’

" ‘Well,’ I replied, ‘if the mill room is 75 degrees and
you add 72 to that, that makes a total of 147 degrees
Fahrenheit. Wouldn’t you scald your hand if you held it
under a spigot of hot water at a temperature of 147 degrees
Fahrenheit?’

“Again he had to say ‘yes.’

" ‘Well,’ I suggested, ‘wouldn’t it he a good idea to
keep your hands off those motors?’

" ‘Well, I guess you’re right,’ he admitted. We continued
to chat for a while. Then he called his secretary and
lined up approximately $35,000 worth of business for
the ensuing month.

“It took me years and cost me countless thousands of
dollars in lost business before I finally learned that it
doesn’t pay to argue, that it is much more profitable and
much more interesting to look at things from the other
person’s viewpoint and try to get that person saying ‘yes, yes.' "

Eddie Snow, who sponsors our courses in Oakland,
California, tells how he became a good customer of a
shop because the proprietor got him to say “yes, yes.”
Eddie had become interested in bow hunting and had
spent considerable money in purchasing equipment and
supplies from a local bow store. When his brother was
visiting him he wanted to rent a bow for him from this
store. The sales clerk told him they didn’t rent bows, so
Eddie phoned another bow store. Eddie described what
happened:

“A very pleasant gentleman answered the phone. His
response to my question for a rental was completely different
from the other place. He said he was sorry but
they no longer rented bows because they couldn’t afford
to do so. He then asked me if I had rented before. I
replied, ‘Yes, several years ago.’ He reminded me that I
probably paid $25 to $30 for the rental. I said ‘yes’ again.
He then asked if I was the kind of person who liked to
save money. Naturally, I answered ‘yes.’ He went on to
explain that they had bow sets with all the necessary
equipment on sale for $34.95. I could buy a complete set
for only $4.95 more than I could rent one. He explained
that is why they had discontinued renting them. Did I
think that was reasonable? My ‘yes’ response led to a
purchase of the set, and when I picked it up I purchased
several more items at this shop and have since become
a regular customer.”

Socrates, “the gadfly of Athens,” was one of the greatest
 philosophers the world has ever known. He did
something that only a handful of men in all history have
been able to do: he sharply changed the whole course of
human thought; and now, twenty-four centuries after his
death, he is honored as one of the wisest persuaders who
ever influenced this wrangling world.

His method? Did he tell people they were wrong? Oh,
no, not Socrates. He was far too adroit for that. His whole
technique, now called the “Socratic method,” was based
upon getting a “yes, yes” response. He asked questions
with which his opponent would have to agree. He kept
on winning one admission after another until he had an
armful of yeses. He kept on asking questions until finally,
almost without realizing it, his opponents found
themselves embracing a conclusion they would have bitterly
denied a few minutes previously.

The next time we are tempted to tell someone he or
she is wrong, let’s remember old Socrates and ask a
gentle question - a question that will get the “yes, yes”
response.

The Chinese have a proverb pregnant with the age-old
wisdom of the Orient: “He who treads softly goes
far.”

They have spent five thousand years studying human
nature, those cultured Chinese, and they have garnered
a lot of perspicacity: “He who treads softly goes far.”

PRINCIPLE 5
Get the other person saying “yes, yes”
immediately.

6
THE SAFETY VALVE IN HANDLING
COMPLAINTS

Must people trying to win others to their way of thinking
do too much talking themselves. Let the other people
talk themselves out. They know more about their business
and problems than you do. So ask them questions.
Let them tell you a few things.

If you disagree with them you may be tempted to interrupt.
But don’t. It is dangerous. They won’t pay attention
to you while they still have a lot of ideas of their
own crying for expression. So listen patiently and with
an open mind. Be sincere about it. Encourage them to
express their ideas fully.

Does this policy pay in business? Let’s see. Here is
the story of a sales representative who was forced to try
it.

One of the largest automobile manufacturers in the
United States was negotiating for a year’s requirements
of upholstery fabrics. Three important manufacturers
had worked up fabrics in sample bodies. These had all
been inspected by the executives of the motor company,
and notice had been sent to each manufacturer saying
that, on a certain day, a representative from each supplier
would be given an opportunity to make a final plea
for the contract.

G.B.R., a representative of one manufacturer, arrived
in town with a severe attack of laryngitis. “When it came
my turn to meet the executives in conference,” Mr.
R---- said as he related the story before one of my
classes, “I had lost my voice. I could hardly whisper. I
was ushered into a room and found myself face to face
with the textile engineer, the purchasing agent, the director
of sales and the president of the company. I stood
up and made a valiant effort to speak, but I couldn’t do
anything more than squeak.

“They were all seated around a table, so I wrote on a
pad of paper: ‘Gentlemen, I have lost my voice. I am
speechless.’

" ‘I’ll do the talking for you,’ the president said. He
did. He exhibited my samples and praised their good
points. A lively discussion arose about the merits of my
goods. And the president, since he was talking for me,
took the position I would have had during the discussion
My sole participation consisted of smiles, nods and
a few gestures.

“As a result of this unique conference, I was awarded
the contract, which called for over half a million yards of
upholstery fabrics at an aggregate value of $1,600,000 -
the biggest order I had ever received.

"I know I would have lost the contract if I hadn’t lost
my voice, because I had the wrong idea about the whole
proposition. I discovered, quite by accident, how richly
it sometimes pays to let the other person do the talking.'

Letting the other person do the talking helps in family
situations as well as in business. Barbara Wilson's relationship
with her daughter, Laurie, was deteriorating
rapidly. Laurie, who had been a quiet, complacent child,
had grown into an uncooperative, sometimes belligerent
teenager. Mrs. Wilson lectured her, threatened her and
punished her, but all to no avail.

“One day,” Mrs. Wilson told one of our classes, "I just
gave up. Laurie had disobeyed me and had left the
house to visit her girl friend before she had completed
her chores. When she returned I was about to scream at
her for the ten-thousandth time, but I just didn’t have
the strength to do it. I just looked at her and said sadly,
‘Why, Laurie, Why?’

“Laurie noted my condition and in a calm voice asked,
‘Do you really want to know?’ I nodded and Laurie told
me, first hesitantly, and then it all flowed out. I had
never listened to her. I was always telling her to do this
or that. When she wanted to tell me her thoughts, feelings,
ideas, I interrupted with more orders. I began to
realize that she needed me - not as a bossy mother, but
as a confidante, an outlet for all her confusion about
growing up. And all I had been doing was talking when
I should have been listening. I never heard her.

“From that time on I let her do all the talking she
wanted. She tells me what is on her mind, and our relationship
has improved immeasurably. She is again a cooperative
person.”

A large advertisement appeared on the financial page
of a New York newspaper calling for a person with unusual
ability and experience. Charles T. Cubellis answered
the advertisement, sending his reply to a box
number. A few days later, he was invited by letter to call
for an interview. Before he called, he spent hours in
Wall Street finding out everything possible about the
person who had founded the business. During the interview,
he remarked: "I should be mighty proud to be
associated with an organization with a record like yours.
I understand you started twenty-eight years ago with
nothing but desk room and one stenographer. Is that
true?”

Almost every successful person likes to reminisce
about his early struggles. This man was no exception.
He talked for a long time about how he had started with
$450 in cash and an original idea. He told how he had
fought against discouragement and battled against ridicule,
working Sundays and holidays, twelve to sixteen
hours a day; how he had finally won against all odds
until now the most important executives on Wall Street
were coming to him for information and guidance. He
was proud of such a record. He had a right to be, and he
had a splendid time telling about it. Finally, he questioned
Mr. Cubellis briefly about his experience, then
called in one of his vice presidents and said: “I think
this is the person we are looking for.”

Mr. Cubellis had taken the trouble to find out about
the accomplishments of his prospective employer. He
showed an interest in the other person and his problems.
He encouraged the other person to do most of the talking
- and made a favorable impression.

Roy G. Bradley of Sacramento, California, had the opposite
problem. He listened as a good prospect for a
sales position talked himself into a job with Bradley’s
firm, Roy reported:

“Being a small brokerage firm, we had no fringe benefits,
such as hospitalization, medical insurance and pensions.
Every representative is an independent agent. We
don’t even provide leads for prospects, as we cannot advertise
for them as our larger competitors do.

“Richard Pryor had the type of experience we wanted
for this position, and he was interviewed first by my
assistant, who told him about all the negatives related to
this job. He seemed slightly discouraged when he came
into my office. I mentioned the one benefit of being associated
with my firm, that of being an independent contractor
and therefore virtually being self-employed.

“As he talked about these advantages to me, he talked
himself out of each negative thought he had when he
came in for the interview. Several times it seemed as
though he was half talking to himself as he was thinking
through each thought. At times I was tempted to add to
his thoughts; however, as the interview came to a close
I felt he had convinced himself, very much on his own,
that he would like to work for my firm.

“Because I had been a good listener and let Dick do
most of the talking, he was able to weigh both sides
fairly in his mind, and he came to the positive conclusion,
which was a challenge he created for himself. We
hired him and he has been an outstanding representative
for our firm,”

Even our friends would much rather talk to us about
their achievements than listen to us boast about ours.
La Rochefoucauld, the French philosopher, said: “If
you want enemies, excel your friends; but if you want
friends, let your friends excel you.”

Why is that true? Because when our friends excel us,
they feel important; but when we excel them, they - or
at least some of them - will feel inferior and envious.

By far the best-liked placement counselor in the Mid-town
Personnel Agency in New York City was Henrietta
G ---- It hadn’t always been that way. During the first
few months of her association with the agency, Henrietta
didn’t have a single friend among her colleagues. Why?
Because every day she would brag about the placements
she had made, the new accounts she had opened, and
anything else she had accomplished.

"I was good at my work and proud of it,” Henrietta
told one of our classes. " But instead of my colleagues
sharing my triumphs, they seemed to resent them. I
wanted to be liked by these people. I really wanted
them to be my friends. After listening to some of the
suggestions made in this course, I started to talk about
myself less and listen more to my associates. They also
had things to boast about and were more excited about
telling me about their accomplishments than about listening
to my boasting. Now, when we have some time
to chat, I ask them to share their joys with me, and I only
mention my achievements when they ask.”

PRINCIPLE 6
Let the other person do a great deal of the
talking.

7
HOW TO GET COOPERATION

Don’t you have much more faith in ideas that you discover
for yourself than in ideas that are handed to you
on a silver platter? If so, isn’t it bad judgment to try to
ram your opinions down the throats of other people?
Isn’t it wiser to make suggestions - and let the other person
think out the conclusion?

Adolph Seltz of Philadelphia, sales manager in an automobile
showroom and a student in one of my courses,
suddenly found himself confronted with the necessity of
injecting enthusiasm into a discouraged and disorganized
group of automobile salespeople. Calling a sales
meeting, he urged his people to tell him exactly what
they expected from him. As they talked, he wrote their
ideas on the blackboard. He then said: “I’ll give you all
these qualities you expect from me. Now I want you to
tell me what I have a right to expect from you.” The
replies came quick and fast: loyalty, honesty, initiative,
optimism, teamwork, eight hours a day of enthusiastic
work, The meeting ended with a new courage, a new
inspiration - one salesperson volunteered to work fourteen
hours a day - and Mr. Seltz reported to me that the
increase of sales was phenomenal.

“The people had made a sort of moral bargain with
me, " said Mr. Seltz, “and as long as I lived up to my part
in it, they were determined to live up to theirs. Consulting
them about their wishes and desires was just the shot
in the arm they needed.”

No one likes to feel that he or she is being sold some-
thing or told to do a thing. We much prefer to feel that
we are buying of our own accord or acting on our own
ideas. We like to be consulted about our wishes, our
wants, our thoughts.

Take the case of Eugene Wesson. He lost countless
thousands of dollars in commissions before he learned
this truth. Mr. Wesson sold sketches for a studio that
created designs for stylists and textile manufacturers.
Mr. Wesson had called on one of the leading stylists in
New York once a week, every week for three years. “He
never refused to see me,” said Mr. Wesson, “but he
never bought. He always looked over my sketches very
carefully and then said: ‘No, Wesson, I guess we don’t
get together today.' "

After 150 failures, Wesson realized he must be in a
mental rut, so he resolved to devote one evening a week
to the study of influencing human behavior, to help him
develop new ideas and generate new enthusiasm.

He decided on this new approach. With half a dozen
unfinished artists’ sketches under his arm, he rushed
over to the buyer’s office. "I want you to do me a little
favor, if you will,” he said. “‘Here are some uncompleted
sketches. Won’t you please tell me how we could finish
them up in such a way that you could use them?”

The buyer looked at the sketches for a while without
uttering a word. Finally he said: “Leave these with me
for a few days, Wesson, and then come back and see
me.”

Wesson returned three davs later, got his suggestions,
took the sketches back to the studio and had them finished
according to the buyer’s ideas. The result? All accepted.

After that, this buyer ordered scores of other sketches
from Wesson, all drawn according to the buyer’s ideas.
“I realized why I had failed for years to sell him,” said
Mr. Wesson. " I had urged him to buy what I thought he
ought to have. Then I changed my approach completely.
I urged him to give me his ideas. This made him feel
that he was creating the designs. And he was. I didn’t
have to sell him. He bought.”

Letting the other person feel that the idea is his or
hers not only works in business and politics, it works in
family life as well. Paul M. Davis of Tulsa, Oklahoma,
told his class how he applied this principle:

“My family and I enjoyed one of the most interesting
sightseeing vacation trips we have ever taken. I had long
dreamed of visiting such historic sites as the Civil War
battlefield in Gettysburg, Independence Hall in Philadelphia,
and our nation’s capital. Valley Forge, James-town
and the restored colonial village of Williamsburg
were high on the list of things I wanted to see.

“In March my wife, Nancy, mentioned that she had
ideas for our summer vacation which included a tour of
the western states, visiting points of interest in New
Mexico, Arizona, California and Nevada. She had
wanted to make this trip for several years. But we
couldn’t obviously make both trips.

“Our daughter, Anne, had just completed a course in
U.S. history in junior high school and had become very
interested in the events that had shaped our country’s
growth. I asked her how she would like to visit the
places she had learned about on our next vacation. She
said she would love to.

“Two evenings later as we sat around the dinner table,
Nancy announced that if we all agreed, the summer’s
vacation would be to the eastern states, that it would he
a great trip for Anne and thrilling for all of us. We all
concurred.”

This same psychology was used by an X-ray manufacturer
to sell his equipment to one of the largest hospitals
in Brooklyn This hospital was building an addition and
preparing to equip it with the finest X-ray department in
America. Dr. L----, who was in charge of the X-ray department,
was overwhelmed with sales representatives,
each caroling the praises of his own company’s equipment.

One manufacturer, however, was more skillful. He
knew far more about handling human nature than the
others did. He wrote a letter something like this:

Our factory has recently completed a new line of X-ray
equipment. The first shipment of these machines has just
arrived at our office. They are not perfect. We know that,
and we want to improve them. So we should be deeply
obligated to you if you could find time to look them over
and give us your ideas about how they can be made more
serviceable to your profession. Knowing how occupied you
are, I shall be glad to send my car for you at any hour you
specify.

"I was surprised to get that letter,” Dr. L ---- said as
he related the incident before the class. “I was both
surprised and complimented. I had never had an X-ray
manufacturer seeking my advice before. It made me feel
important. I was busy every night that week, but I canceled
a dinner appointment in order to look over the
equipment. The more I studied it, the more I discovered
for myself how much I liked it.

“Nobody had tried to sell it to me. I felt that the idea
of buying that equipment for the hospital was my own. I
sold myself on its superior qualities and ordered it installed.”

Ralph Waldo Emerson in his essay “Self-Reliance”
stated: “In every work of genius we recognize our own
rejected thoughts; they come back to us with a certain
alienated majesty.”

Colonel Edward M. House wielded an enormous influence
in national and international affairs while Woodrow
Wilson occupied the White House. Wilson leaned
upon Colonel House for secret counsel and advice more
than he did upon even members of his own cabinet.

What method did the Colonel use in influencing the
President? Fortunately, we know, for House himself revealed
it to Arthur D. Howden Smith, and Smith quoted
House in an article in The Saturday Evening Post.

" ‘After I got to know the President,’ House said, ‘I
learned the best way to convert him to an idea was to
plant it in his mind casually, but so as to interest him in
it - so as to get him thinking about it on his own account.
The first time this worked it was an accident. I had been
visiting him at the White House and urged a policy on
him which he appeared to disapprove. But several days
later, at the dinner table, I was amazed to hear him trot
out my suggestion as his own.’ "

Did House interrupt him and say, “That’s not your
idea. That’s mine” ? Oh, no. Not House. He was too
adroit for that. He didn’t care about credit. He wanted
results. So he let Wilson continue to feel that the idea
was his. House did even more than that. He gave Wilson
public credit for these ideas.

Let’s remember that everyone we come in contact
with is just as human as Woodrow Wilson. So let’s use
Colonel House’s technique.

A man up in the beautiful Canadian province of New
Brunswick used this technique on me and won my patronage.
I was planning at the time to do some fishing
and canoeing in New Brunswick. So I wrote the tourist
bureau for information. Evidently my name and address
were put on a mailing list, for I was immediately overwhelmed
with scores of letters and booklets and printed
testimonials from camps and guides. I was bewildered.
I didn’t know which to choose. Then one camp owner
did a clever thing. He sent me the names and telephone
numbers of several New York people who had stayed at
his camp and he invited me to telephone them and discover
for myself what he had to offer.

I found to my surprise that I knew one of the men on
his list. I telephoned him, found out what his experience
had been, and then wired the camp the date of my arrival.

The others had been trying to sell me on their service,
but one let me sell myself. That organization won.
Twenty-five centuries ago, Lao-tse, a Chinese sage,
said some things that readers of this book might use
today: 

" The reason why rivers and seas receive the homage
of a hundred mountain streams is that they keep below
them. Thus they are able to reign over all the mountain
streams. So the sage, wishing to be above men, putteth
himself below them; wishing to be before them, he putteth
himself behind them. Thus, though his place be
above men, they do not feel his weight; though his place
be before them, they do not count it an injury.”

PRINCIPLE 7
Let the other person feel that the idea is his or
hers.

8
A FORMULA THAT WILL WORK
WONDERS FOR YOU

Remember that other people may be totally wrong. But
they don’t think so. Don’t condemn them. Any fool can
do that. Try to understand them. Only wise, tolerant,
exceptional people even try to do that.

There is a reason why the other man thinks and acts
as he does. Ferret out that reason - and you have the key
to his actions, perhaps to his personality
.
Try honestly to put yourself in his place.

If you say to yourself, “How would I feel, how would
I react if I were in his shoes?” you will save yourself
time and irritation, for “by becoming interested in the
cause, we are less likely to dislike the effect.” And, in
addition, you will sharply increase your skill in human
relationships.

“Stop a minute,” says Kenneth M. Goode in his book
How to Turn People Into Gold, “stop a minute to contrast
your keen interest in your own affairs with your
mild concern about anything else. Realize then, that
everybody else in the world feels exactly the same way!
Then, along with Lincoln and Roosevelt, you will have
grasped the only solid foundation for interpersonal relationships;
namely, that success in dealing with people
depends on a sympathetic grasp of the other persons’
viewpoint.”

Sam Douglas of Hempstead, New York, used to tell
his wife that she spent too much time working on their
lawn, pulling weeds, fertilizing, cutting the grass twice
a week when the lawn didn’t look any better than it had
when they moved into their home four years earlier. Naturally,
she was distressed by his remarks, and each time
he made such remarks the balance of the evening was
ruined.

After taking our course, Mr. Douglas realized how
foolish he had been all those years. It never occurred to
him that she enjoyed doing that work and she might
really appreciate a compliment on her diligence.

One evening after dinner, his wife said she wanted to
pull some weeds and invited him to keep her company.
He first declined, but then thought better of it and went
out after her and began to help her pull weeds. She was
visibly pleased, and together they spent an hour in hard
work and pleasant conversation.

After that he often helped her with the gardening and
complimented her on how fine the lawn looked, what a
fantastic job she was doing with a yard where the soil
was like concrete. Result: a happier life for both because
he had learned to look at things from her point of view
- even if the subject was only weeds.

In his book Getting Through to People, Dr. Gerald S.
Nirenberg commented: "Cooperativeeness in conversation
is achieved when you show that you consider the
other person’s ideas and feelings as important as your
own. Starting your conversation by giving the other person
the purpose or direction of your conversation, governing
what you say by what you would want to hear if
you were the listener, and accepting his or her viewpoint
will encourage the listener to have an open mind
to your ideas.” *

* Dr Gerald S. Nirenberg, Getting Through to People (Englewood Cliffs,
N.J.: Prentice-Hall, 1963), p. 31.

I have always enjoyed walking and riding in a park
near my home. Like the Druids of ancient Gaul, I all but
worship an oak tree, so I was distressed season after
season to see the young trees and shrubs killed off by
needless fires. These fires weren’t caused by careless
smokers. They were almost all caused by youngsters
who went out to the park to go native and cook a frankfurter
or an egg under the trees. Sometimes, these fires
raged so fiercely that the fire department had to be called
out to fight the conflagration.

There was a sign on the edge of the park saying that
anyone who started a fire was liable to fine and imprisonment,
but the sign stood in an unfrequented part of the
park, and few of the culprits ever saw it. A mounted
policeman was supposed to look after the park; but he
didn’t take his duties too seriously, and the fires continued
to spread season after season. On one occasion, I
rushed up to a policeman and told him about a fire
spreading rapidly through the park and wanted him to
notify the fire department, and he nonchalantly replied
that it was none of his business because it wasn’t in his
precinct! I was desperate, so after that when I went riding,
I acted as a self-appointed committee of one to protect
the public domain. In the beginning, I am afraid I
didn’t even attempt to see the other people’s point of
view. When I saw a fire blazing under the trees, I was so
unhappy about it, so eager to do the right thing, that I
did the wrong thing. I would ride up to the boys, warn
them that they could be jailed for starting a fire, order
with a tone of authority that it be put out; and, if they
refused, I would threaten to have them arrested. I was
merely unloading my feelings without thinking of their
point of view.

The result? They obeyed - obeyed sullenly and with
resentment. After I rode on over the hill, they probably
rebuilt the fire and longed to burn up the whole park.

With the passing of the years, I acquired a trifle more
knowledge of human relations, a little more tact, a somewhat
greater tendency to see things from the other person’s
standpoint. Then, instead of giving orders, I would
ride up to a blazing fire and begin something like this:

“Having a good time, boys? What are you going to
cook for supper? . . . I loved to build fires myself when I
was a boy - and I still love to. But you know they are
very dangerous here in the park. I know you boys don’t
mean to do any harm, but other boys aren’t so careful.
They come along and see that you have built a fire; so
they build one and don’t put it out when they go home
and it spreads among the dry leaves and kills the trees.
We won’t have any trees here at all if we aren’t more
careful, You could be put in jail for building this fire. But
I don’t want to be bossy and interfere with your pleasure.
I like to see you enjoy yourselves; but won’t you
please rake all the leaves away from the fire right now
- and you’ll be careful to cover it with dirt, a lot of dirt,
before you leave, won’t you? And the next time you want
to have some fun, won’t you please build your fire over
the hill there in the sandpit? It can’t do any harm there.
. . . Thanks so much, boys. Have a good time.”

What a difference that kind of talk made! It made the
boys want to cooperate. No sullenness, no resentment.
They hadn’t been forced to obey orders. They had saved
their faces. They felt better and I felt better because I
had handled the situation with consideration for their
point of view.

Seeing things through another person’s eyes may ease
tensions when personal problems become overwhelming.
Elizabeth Novak of New South Wales, Australia,
was six weeks late with her car payment. “On a Friday,”
she reported, "I received a nasty phone call from the
man who was handling my account informing me if I did
not come up with $122 by Monday morning I could anticipate
further action from the company. I had no way
of raising the money over the weekend, so when I received
his phone call first thing on Monday morning I
expected the worst. Instead of becoming upset I looked
at the situation from his point of view. I apologized most
sincerely for causing him so much inconvenience and
remarked that I must be his most troublesome customer
as this was not the first time I was behind in my payments.
His tone of voice changed immediately, and he
reassured me that I was far from being one of his really
troublesome customers. He went on to tell me several
examples of how rude his customers sometimes were,
how they lied to him and often tried to avoid talking to
him at all. I said nothing. I listened and let him pour out
his troubles to me. Then, without any suggestion from
me, he said it did not matter if I couldn’t pay all the
money immediately. It would be all right if I paid him
$20 by the end of the month and made up the balance
whenever it was convenient for me to do so.”

Tomorrow, before asking anyone to put out a fire or
buy your product or contribute to your favorite charity,
why not pause and close your eyes and try to think the
whole thing through from another person’s point of
view? Ask yourself: “Why should he or she want to do
it?” True, this will take time, but it will avoid making
enemies and will get better results - and with less friction
and less shoe leather.

"I would rather walk the sidewalk in front of a person’s
office for two hours before an interview,” said
Dean Donham of the Harvard business school, “than
step into that office without a perfectly clear idea of what
I was going to say and what that person - from my
knowledge of his or her interests and motives - was
likely to answer.”

That is so important that I am going to repeat it in
italics for the sake of emphasis.

I would rather walk the sidewalk in front of a person’s
office for two hours before an interview than step
into that office without a perfectly clear idea of what I
was going to say and what that persob - from my
knowledge of his or her interests and motives - was
likely to answer.

If, as a result of reading this book, you get only one
thing - an increased tendency to think always in terms
of the other person’s point of view, and see things from
that person’s angle as well as your own - if you get only
that one thing from this book, it may easily prove to be
one of the stepping - stones of your career.

PRINCIPLE 8
Try honestly to see things from the other
person’s point of view.

9 
WHAT EVERYBODY WANTS

Wouldn't you like to have a magic phrase that would
stop arguments, eliminate ill feeling, create good will,
and make the other person listen attentively?

Yes? All right. Here it is: "I don’t blame you one iota
for feeling as you do. If I were you I would undoubtedly
feel just as you do.”

An answer like that will soften the most cantankerous
old cuss alive. And you can say that and be 100 percent
sincere, because if you were the other person you, of
course, would feel just as he does. Take Al Capone, for
example. Suppose you had inherited the same body and
temperament and mind that Al Capone had. Suppose
you had had his environment and experiences. You
would then be precisely what he was - and where he
was. For it is those things - and only those things - that
made him what he was. The only reason, for example,
that you are not a rattlesnake is that your mother and
father weren’t rattlesnakes.

You deserve very little credit for being what you are
- and remember, the people who come to you irritated,
bigoted, unreasoning, deserve very little discredit for
being what they are. Feel sorry for the poor devils. Pity
them. Sympathize with them. Say to yourself: “There,
but for the grace of God, go I.”

Three-fourths of the people you will ever meet are
hungering and thirsting for sympathy. Give it to them,
and they will love you.

I once gave a broadcast about the author of Little
Women, Louisa May Alcott. Naturally, I knew she had
lived and written her immortal books in Concord, Massachusetts.
But, without thinking what I was saying, I
spoke of visiting her old home in Concord. New Hampshire.
If I had said New Hampshire only once, it might
have been forgiven. But, alas and alack! I said it twice, I
was deluged with letters and telegrams, stinging messages
that swirled around my defenseless head like a
swarm of hornets. Many were indignant. A few insulting.
One Colonial Dame, who had been reared in Concord,
Massachusetts, and who was then living in Philadelphia,
vented her scorching wrath upon me. She couldn’t have
been much more bitter if I had accused Miss Alcott of
being a cannibal from New Guinea. As I read the letter,
I said to myself, “Thank God, I am not married to that
woman.” I felt like writing and telling her that although
I had made a mistake in geography, she had made a far
greater mistake in common courtesy. That was to be just
my opening sentence. Then I was going to roll up my
sleeves and tell her what I really thought. But I didn’t.
I controlled myself. I realized that any hotheaded
fool could do that - and that most fools would do just
that.

I wanted to be above fools. So I resolved to try to turn
her hostility into friendliness. It would be a challenge, a
sort of game I could play. I said to myself, "After all, if
I were she, I would probably feel just as she does.”
So, I determined to sympathize with her viewpoint.
The next time I was in Philadelphia, I called her on the
telephone. The conversation went something like
this:

ME:	Mrs. So-and-So, you wrote me a letter a few weeks
	ago, and I want to thank you for it.

SHE: 	(in incisive, cultured, well-bred tones): To whom
	have I the honor of speaking?

ME:	I am a stranger to you. My name is Dale Carnegie.
	You listened to a broadcast I gave about Louisa May
	Alcott a few Sundays ago, and I made the unforgivable
	blunder of saying that she had lived in Concord,
	New Hampshire. It was a stupid blunder, and
	I want to apologize for it. It was so nice of you to
	take the time to write me.

SHE :	I am sorry, Mr. Carnegie, that I wrote as I did. I lost
	my temper. I must apologize.

ME:	No! No! You are not the one to apologize; I am. Any
	school child would have known better than to have
	said what I said. I apologized over the air the following
	Sunday, and I want to apologize to you personally
	now.

SHE :	I was born in Concord, Massachusetts. My family
	has been prominent in Massachusetts affairs for two
	centuries, and I am very proud of my native state. I
	was really quite distressed to hear you say that Miss
	Alcott had lived in New Hampshire. But I am really
	ashamed of that letter.

ME:	I assure you that you were not one-tenth as distressed
	as I am. My error didn’t hurt Massachusetts,
	but it did hurt me. It is so seldom that people of
	your standing and culture take the time to write
	people who speak on the radio, and I do hope you
	will write me again if you detect an error in my
	talks.

SHE:	You know, I really like very much the way you have
	accepted my criticism. You must be a very nice person.
	I should like to know you better.

So, because I had apologized and sympathized with
her point of view, she began apologizing and sympathizing
with my point of view, I had the satisfaction of
controlling my temper, the satisfaction of returning
kindness for an insult. I got infinitely more real fun out
of making her like me than I could ever have gotten out
of telling her to go and take a jump in the Schuylkill
River,

Every man who occupies the White House is faced
almost daily with thorny problems in human relations.
President Taft was no exception, and he learned from
experience the enormous chemical value of sympathy in
neutralizing the acid of hard feelings. In his book Ethics
in Service, Taft gives rather an amusing illustration of
how he softened the ire of a disappointed and ambitious
mother.

“A lady in Washington,” wrote Taft, “whose husband
had some political influence, came and labored with me
for six weeks or more to appoint her son to a position.
She secured the aid of Senators and Congressmen in
formidable number and came with them to see that they
spoke with emphasis. The place was one requiring technical
qualification, and following the recommendation
of the head of the Bureau, I appointed somebody else. I
then received a letter from the mother, saying that I was
most ungrateful, since I declined to make her a happy
woman as I could have done by a turn of my hand. She
complained further that she had labored with her state
delegation and got all the votes for an administration bill
in which I was especially interested and this was the
way I had rewarded her.

“When you get a letter like that, the first thing you do
is to think how you can be severe with a person who has
committed an impropriety, or even been a little impertinent.
Then you may compose an answer. Then if you
are wise, you will put the letter in a drawer and lock the
drawer. Take it out in the course of two days - such communications
will always bear two days’ delay in answering
- and when you take it out after that interval, you
will not send it. That is just the course I took. After that,
I sat down and wrote her just as polite a letter as I could,
telling her I realized a mother’s disappointment under
such circumstances, but that really the appointment was
not left to my mere personal preference, that I had to
select a man with technical qualifications, and had,
therefore, to follow the recommendations of the head of
the Bureau. I expressed the hope that her son would go
on to accomplish what she had hoped for him in the
position which he then had. That mollified her and she
wrote me a note saying she was sorry she had written as
she had.

“But the appointment I sent in was not confirmed at
once, and after an interval I received a letter which purported
to come from her husband, though it was in the
the same handwriting as all the others. I was therein
advised that, due to the nervous prostration that had followed
her disappointment in this case, she had to take
to her bed and had developed a most serious case of
cancer of the stomach. Would I not restore her to health
by withdrawing the first name and replacing it by her
son’s? I had to write another letter, this one to the husband,
to say that I hoped the diagnosis would prove to
be inaccurate, that I sympathized with him in the sorrow
he must have in the serious illness of his wife, but that it
was impossible to withdraw the name sent in. The man
whom I appointed was confirmed, and within two days
after I received that letter, we gave a musicale at the
White House. The first two people to greet Mrs. Taft and
me were this husband and wife, though the wife had so
recently been in articulo mortis."

Jay Mangum represented an elevator-escalator main-tenance
company in Tulsa, Oklahoma, which had the
maintenance contract for the escalators in one of Tulsa’s
leading hotels. The hotel manager did not want to shut
down the escalator for more than two hours at a time
because he did not want to inconvenience the hotel’s
guests. The repair that had to be made would take at
least eight hours, and his company did not always have
a specially qualified mechanic available at the convenience
of the hotel.

When Mr. Mangum was able to schedule a top-flight
mechanic for this job, he telephoned the hotel manager
and instead of arguing with him to give him the necessary
time, he said:

“Rick, I know your hotel is quite busy and you would
like to keep the escalator shutdown time to a minimum.
I understand your concern about this, and we want to do
everything possible to accommodate you. However, our
diagnosis of the situation shows that if we do not do a
complete job now, your escalator may suffer more serious
damage and that would cause a much longer shutdown.
I know you would not want to inconvenience
your guests for several days.”

The manager had to agree that an eight-hour shut
down was more desirable than several days'. By sympathizing
with the manager’s desire to keep his patrons
happy, Mr. Mangum was able to win the hotel manager
to his way of thinking easily and without rancor.

Joyce Norris, a piano teacher in St, Louis, Missouri,
told of how she had handled a problem piano teachers
often have with teenage girls. Babette had exceptionally
long fingernails. This is a serious handicap to anyone
who wants to develop proper piano-playing habits.

Mrs. Norris reported: “I knew her long fingernails
would be a barrier for her in her desire to play well.
During our discussions prior to her starting her lessons
with me, I did not mention anything to her about her
nails. I didn’t want to discourage her from taking lessons,
and I also knew she would not want to lose that
which she took so much pride in and such great care to
make attractive.

“After her first lesson, when I felt the time was right,
I said: ‘Babette, you have attractive hands and beautiful
fingernails. If you want to play the piano as well as you
are capable of and as well as you would like to, you
would be surprised how much quicker and easier it
would be for you, if you would trim your nails shorter.
Just think about it, Okay?’ She made a face which was
definitely negative. I also talked to her mother about this
situation, again mentioning how lovely her nails were.
Another negative reaction. It was obvious that Babette’s
beautifully manicured nails were important to her.

“The following week Babette returned for her second
lesson. Much to my surprise, the fingernails had been
trimmed. I complimented her and praised her for making
such a sacrifice. I also thanked her mother for influencing
Babette to cut her nails. Her reply was ‘Oh, I had
nothing to do with it. Babette decided to do it on her
own, and this is the first time she has ever trimmed her
nails for anyone.’ "

Did Mrs. Norris threaten Babette? Did she say she
would refuse to teach a student with long fingernails?
No, she did not. She let Babette know that her finger-
nails were a thing of beauty and it would be a sacrifice
to cut them. She implied, “I sympathize with you - I
know it won’t be easy, but it will pay off in your better
musical development.”

Sol Hurok was probably America’s number one impresario.
For almost half a century he handled artists - such
world-famous artists as Chaliapin, Isadora Duncan, and
Pavlova. Mr. Hurok told me that one of the first lessons
he had learned in dealing with his temperamental stars
was the’ necessity for sympathy, sympathy and more
sympathy with their idiosyncrasies.

For three years, he was impresario for Feodor Chaliapin -
one of the greatest bassos who ever thrilled the
ritzy boxholders at the Metropolitan, Yet Chaliapin was
a constant problem. He carried on like a spoiled child.
To put it in Mr. Hurok’s own inimitable phrase: “He
was a hell of a fellow in every way.”

For example, Chaliapin would call up Mr. Hurok
about noun of the day he was going to sing and say, “Sol,
I feel terrible. My throat is like raw hamburger. It is
impossible for me to sing tonight.” Did Mr. Hurok argue
with him? Oh, no. He knew that an entrepreneur
couldn’t handle artists that way. So he would rush over
to Chaliapin’s hotel, dripping with sympathy. “What a
pity, "  he would mourn. “What a pity! My poor fellow.
Of course, you cannot sing. I will cancel the engagement
at once. It will only cost you a couple of thousand dollars,
but that is nothing in comparison to your reputation."

Then Chaliapin would sigh and say, “Perhaps you had
better come over later in the day. Come at five and see
how I feel then.”

At five o’clock, Mr. Hurok would again rush to his
hotel, dripping with sympathy. Again he would insist on
canceling the engagement and again Chaliapin would
sigh and say, “Well, maybe you had better come to see
me later. I may be better then.”

At seven-thirty the great basso would consent to sing,
only with the understanding that Mr. Hurok would walk
out on the stage of the Metropolitan and announce that
Chaliapin had a very bad cold and was not in good voice.
Mr. Hurok would lie and say he would do it, for he
knew that was the only way to get the basso out on the
stage.

Dr. Arthur I. Gates said in his splendid book Educational
Psychology: “Sympathy the human species universally
craves. The child eagerly displays his injury; or
even inflicts a cut or bruise in order to reap abundant
sympathy. For the same purpose adults . . . show their
bruises, relate their accidents, illness, especially details
of surgical operations. ‘Self-pity’ for misfortunes real or
imaginary is in some measure, practically a universal
practice."

So, if you want to win people to your way of thinking,
put in practice . . .

PRINCIPLE 9
Be sympathetic with the other person’s ideas
and desires.

10
AN APPEAL THAT EVERYBODY LIKES

I was reared on the edge of the Jesse James country out
in Missouri, and I visited the James farm at Kearney,
Missouri, where the son of Jesse James was then
living.

His wife told me stories of how Jesse robbed trains
and held up banks and then gave money to the neighboring
farmers to pay off their mortgages.

Jesse James probably regarded himself as an idealist
at heart, just as Dutch Schultz, "Two Gun” Crowley, Al
Capone and many other organized crime “godfathers”
did generations later. The fact is that all people you meet
have a high regard for themselves and like to be fine and
unselfish in their own estimation.

J. Pierpont Morgan observed, in one of his analytical
interludes, that a person usually has two reasons for
doing a thing: one that sounds good and a real one.

The person himself will think of the real reason. You
don’t need to emphasize that. But all of us, being idealists
at heart, like to think of motives that sound good.
So, in order to change people, appeal to the nobler
motives.

Is that too idealistic to work in business? Let’s see.
Let’s take the case of Hamilton J. Farrell of the Farrell-Mitchell
Company of Glenolden, Pennsylvania. Mr. Farrell
had a disgruntled tenant who threatened to move.
The tenant’s lease still had four months to run; nevertheless,
he served notice that he was vacating immediately,
regardless of lease.

"These people had lived in my house all winter - the
most expensive part of the year,” Mr. Farrell said as he
told the story to the class, “and I knew it would be difficult
to rent the apartment again before fall. I could see
all that rent income going over the hill and believe me,
I saw red.

“Now, ordinarily, I would have waded into that tenant
and advised him to read his lease again. I would have
pointed out that if he moved, the full balance of his rent
would fall due at once - and that I could, and would,
move to collect.

“However, instead of flying off the handle and making
a scene, I decided to try other tactics. So I started like
this: ‘Mr. Doe,’ I said, ‘I have listened to your story,
and I still don’t believe you intend to move. Years in
the renting business have taught me something about
human nature, and I sized you up in the first place as
being a man of your word. In fact, I’m so sure of it that
I’m willing to take a gamble.

" ‘Now, here’s my proposition. Lav your decision on
the table for a few days and think it over. If you come
back to me between now and the first of the month,
when your rent is due, and tell me you still intend to
move, I give you my word I will accept your decision as
final. I will privilege you to move and admit to myself
I’ve been wrong in my judgment. But I still believe
you’re a man of your word and will live up to your contract.
For after all, we are either men or monkeys - and
the choice usually lies with ourselves!’

“Well, when the new month came around, this gentleman
came to see me and paid his rent in person. He and
his wife had talked it over, he said - and decided to stay.
They had concluded that the only honorable thing to do
was to live up to their lease.”

When the late Lord Northcliffe found a newspaper
using a picture of him which he didn’t want published,
he wrote the editor a letter. But did he say, “Please do
not publish that picture of me any more; I don’t like it”?
No, he appealed to a nobler motive. He appealed to the
respect and love that all of us have for motherhood. He
wrote, “Please do not publish that picture of me any
more. My mother doesn’t like it.”

When John D. Rockefeller, Jr., wished to stop newspaper
photographers from snapping pictures of his children,
he too appealed to the nobler motives. He didn’t,
say: “I don’t want their pictures published.” No, he appealed
to the desire, deep in all of us, to refrain from
harming children. He said: “You know how it is, boys.
You’ve got children yourselves, some of you. And you
know it’s not good for youngsters to get too much publicity.”

When Cyrus H. K. Curtis, the poor boy from Maine,
was starting on his meteoric career, which was destined
to make him millions as owner of The Saturday Evening
Post and the Ladies’ Home Journal, he couldn’t afford to
pay his contributors the prices that other magazines
paid. He couldn’t afford to hire first-class authors to
write for money alone. So he appealed to their nobler
motives. For example, he persuaded even Louisa May
Alcott, the immortal author of Little Women, to write for
him when she was at the flood tide of her fame; and he
did it by offering to send a check for a hundred dollars,
not to her, but to her favorite charity.

Right here the skeptic may say: “Oh, that stuff is all
right for Northcliffe and Rockefeller or a sentimental
novelist. But, I’d like to see you make it work with the
tough babies I have to collect bills from!”

You may be right. Nothing will work in all cases - and
nothing will work with all people. If you are satisfied
with the results you are now getting, why change? If you
are not satisfied, why not experiment?

At any rate, I think you will enjoy reading this
true story told by James L. Thomas, a former student of
mine:

Six customers of a certain automobile company refused
to pay their bills for servicing. None of the customers
protested the entire bill, but each claimed that some
one charge was wrong. In each case, the customer had
signed for the work done, so the company knew it was
right - and said so. That was the first mistake.

Here are the steps the men in the credit department
took to collect these overdue bills. Do you suppose they
succeeded?

1. They called on each customer and told him
bluntly that they had come to collect a bill that was
long past due.

2. They made it very plain that the company was
absolutely and unconditionally right; therefore he,
the customer, was absolutely and unconditionally
wrong.

3. They intimated that they, the company, knew
more about automobiles than he could ever hope to
know. So what was the argument about?

4. Result: They argued.

Did any of these methods reconcile the customer and
settle the account? You can answer that one yourself.

At this stage of affairs, the credit manager was about to
open fire with a battery of legal talent, when fortunately
the matter came to the attention of the general manager.
The manager investigated these defaulting clients and
discovered that they all had the reputation of paying
their bills promptly, Something was wrong here - something
was drastically wrong about the method of collection.
So he called in James L. Thomas and told him to
collect these “uncollectible” accounts.

Here, in his words, are the steps Mr. Thrrmas took:

1. My visit to each customer was likewise to collect a bill
long past due - a bill that we knew was absolutely right.
But I didn’t say a word about that. I explained I had called
to find out what it was the company had done, or failed to
do.

2. I made it clear that, until I had heard the customer’s
story, I had no opinion to offer. I told him the company
made no claims to being infallible.

3. I told him I was interested only in his car, and that he
knew more about his car than anyone else in the world; that
he was the authority on the subject.

4. I let him talk, and I listened to him with all the interest
and sympathy that he wanted - and had expected.

5. Finally, when the customer was in a reasonable mood,
I put the whole thing up to his sense of fair play. I appealed
to the nobler motives. “First,” I said, "I want you to know
I also feel this matter has been badly mishandled. You’ve
been inconvenienced and annoyed and irritated by one of
our representatives. That should never have happened. I’m
sorry and, as a representative of the company, I apologize.
As I sat here and listened to your side of the story, I could
not help being impressed by your fairness and patience.
And now, because you are fair - minded and patient, I am
going to ask you to do something for me. It’s something that
you can do better than anyone else, something you know
more about than anyone else. Here is your bill; I know it is
safe for me to ask you to adjust it, just as you would do if
you were the president of my company. I am going to leave
it all up to you. Whatever you say goes.”

Did he adjust the bill? He certainly did, and got quite a
kick out of it, The bills ranged from $150 to $400 - but did
the customer give himself the best of it? Yes, one of them
did! One of them refused to pay a penny of the disputed
charge; but the other five all gave the company the best of
it! And here’s the cream of the whole thing: we delivered
new cars to all six of these customers within the next two
years!

“Experience has taught me,” says Mr. Thomas, "that
when no information can be secured about the customer,
the only sound basis on which to proceed is to assume
that he or she is sincere, honest, truthful and willing and
anxious to pay the charges, once convinced they are correct.
To put it differently and perhaps mare clearly, people
are honest and want to discharge their obligations.
The exceptions to that rule are comparatively few, and I
am convinced that the individuals who are inclined to
chisel will in most cases react favorably if you make
them feel that you consider them honest, upright and fair."

PRINCIPLE 10
Appeal to the nobler motives.

11
THE MOVIES DO IT. TV DOES IT.
WHY DON’T YOU DO IT?

Many years ago, the Philadelphia Evening Bulletin was
being maligned by a dangerous whispering campaign. A
malicious rumor was being circulated. Advertisers were
being told that the newspaper was no longer attractive
to readers because it carried too much advertising and
too little news. Immediate action was necessary. The
gossip had to be squelched.

But how?

This is the way it was done.

The Bulletin clipped from its regular edition all reading
matter of all kinds on one average day, classified it,
and published it as a book. The book was called One
Day. It contained 307 pages - as many as a hard-covered
book; yet the Bulletin had printed all this news and feature
material on one day and sold it, not for several dollars,
but for a few cents.

The printing of that book dramatized the fact that the
Bulletin carried an enormous amount of interesting
reading matter. It conveyed the facts more vividly, more
interestingly, more impressively, than pages of figures
and mere talk could have done.

This is the day of dramatization. Merely stating a truth
isn’t enough. The truth has to be made vivid, interesting,
dramatic. You have to use showmanship. The movies do
it. Television does it. And you will have to do it if you
want attention.

Experts in window display know the power of dramazation.
For example, the manufacturers of a new rat
poison gave dealers a window display that included two
live rats. The week the rats were shown, sales zoomed
to five times their normal rate.

Television commercials abound with examples of the
use of dramatic techniques in selling products. Sit down
one evening in front of your television set and analyze
what the advertisers do in each of their presentations.
You will note how an antacid medicine changes the
color of the acid in a test tube while its competitor
doesn’t, how one brand of soap or detergent gets a greasy
shirt clean when the other brand leaves it gray. You’ll
see a car maneuver around a series of turns and curves
- far better than just being told about it. Happy faces
will show contentment with a variety of products. All of
these dramatize for the viewer the advantages offered by
whatever is being sold - and they do get people to buy
them.

You can dramatize your ideas in business or in any
other aspect of your life. It’s easy. Jim Yeamans, who
sells for the NCR company (National Cash Register) in
Richmond, Virginia, told how he made a sale by dramatic
demonstration.

“Last week I called on a neighborhood grocer and saw
that the cash registers he was using at his checkout
counters were very old-fashioned. I approached the
owner and told him: ‘You are literally throwing away
pennies every time a customer goes through your line.’
With that I threw a handful of pennies on the floor.
He quickly became more attentive. The mere words
should have been of interest to him, but the sound of
Pennies hitting the floor really stopped him. I was able
to get an order from him to replace all of his old
machines.”

It works in home life as well. When the old-time lover
Proposed to his sweetheart, did he just use words of
love? No! He went down on his knees. That really
showed he meant what he said. We don’t propose on our
knees any more, but many suitors still set up a romantic
atmosphere before they pop the question.

Dramatizing what you want works with children as
well. Joe B. Fant, Jr., of Birmingham, Alabama, was having
difficulty getting his five-year-old boy and three-year-
old daughter to pick up their toys, so he invented a
“train.” Joey was the engineer (Captain Casey Jones) on
his tricycle. Janet’s wagon was attached, and in the evening
she loaded all the “coal” on the caboose (her
wagon) and then jumped in while her brother drove her
around the room. In this way the room was cleaned up
- without lectures, arguments or threats.

Mary Catherine Wolf of Mishawaka, Indiana, was having
some problems at work and decided that she had to
discuss them with the boss. On Monday morning she
requested an appointment with him but was told he was
very busy and she should arrange with his secretary for
an appointment later in the week. The secretary indicated
that his schedule was very tight, but she would try
to fit her in.

Ms. Wolf described what happened:

"I did not get a reply from her all week long. Whenever
I questioned her, she would give me a reason why
the boss could not see me. Friday morning came and I
had heard nothing definite. I really wanted to see him
and discuss my problems before the weekend, so I asked
myself how I could get him to see me.

“What I finally did was this. I wrote him a formal letter.
I indicated in the letter that I fully understood how
extremely busy he was all week, but it was important
that I speak with him. I enclosed a form letter and a self-
addressed envelope and asked him to please fill it out or
ask his secretary to do it and return it to me. The form
letter read as follows:

Ms. Wolf - I will be able to see you on __________ a t
__________A.M/P.M. I will give you _____minutes of
my time.

"I put this letter in his in-basket at 11 A.M. At 2 P.M. I
checked my mailbox. There was my self-addressed envelope.
He had answered my form letter himself and
indicated he could see me that afternoon and could give
me ten minutes of his time. I met with him, and we
talked for over an hour and resolved my problems.

“If I had not dramatized to him the fact that I really
wanted to see him, I would probably be still waiting for
an appointment.”

James B. Boynton had to present a lengthy market report.
His firm had just finished an exhaustive study for a
leading brand of cold cream. Data were needed immediately
about the competition in this market; the prospective
customer was one of the biggest - and most
formidable - men in the advertising business.

And his first approach failed almost before he began.

“The first time I went in,” Mr. Boynton explains, "I
found myself sidetracked into a futile discussion of the
methods used in the investigation. He argued and I argued.
He told me I was wrong, and I tried to prove that
I was right.

"I finally won my point, to my own satisfaction - but
my time was up, the interview was over, and I still
hadn’t produced results.

"The second time, I didn’t bother with tabulations of
figures and data, I went to see this man, I dramatized my
facts I.

“As I entered his office, he was busy on the phone.
While he finished his conversation, I opened a suitcase
and dumped thirty-two jars of cold cream on top of his
desk - all products he knew - all competitors of his
cream.

“On each jar, I had a tag itemizing the results of the
trade investigation, And each tag told its story briefly,
dramatically.

“What happened?

“There was no longer an argument. Here was something
new, something different. He picked up first one
and then another of the jars of cold cream and read the
information on the tag. A friendly conversation developed.
He asked additional questions. He was intensely
interested. He had originally given me only ten minutes
to present my facts, but ten minutes passed, twenty minutes,
forty minutes, and at the end of an hour we were
still talking.

“I was presenting the same facts this time that I had
presented previously. But this time I was using dramatization,
showmanship - and what a difference it made.”

PRINCIPLE 11
Dramatize your ideas.

12
WHEN NOTHING ELSE WORKS,
TRY THIS

Charles Schwab had a mill manager whose people
weren’t producing their quota of work.

“How is it,” Schwab asked him, “that a manager as
capable as you can’t make this mill turn out what it
should?”

"I don’t know,” the manager replied. “I’ve coaxed the
men, I’ve pushed them, I’ve sworn and cussed, I’ve
threatened them with damnation and being fired. But
nothing works. They just won’t produce.”

This conversation took place at the end of the day, just
before the night shift came on. Schwab asked the manager
for a piece of chalk, then, turning to the nearest
man, asked: “How many heats did your shift make
today?”
 
"Six."

Without another word, Schwab chalked a big figure
six on the floor, and walked away.

When the night shift came in, they saw the “6” and
asked what it meant.

“The big boss was in here today,” the day people said.
“He asked us how many heats we made, and we told
him six. He chalked it down on the floor.”

The next morning Schwab walked through the mill
again. The night shift had rubbed out “6” and replaced
it with a big “7.”

When the day shift reported for work the next morning,
they saw a big “7” chalked on the floor. So the night
shift thought they were better than the day shift did
they? Well, they would show the night shift a thing or
two. The crew pitched in with enthusiasm, and when
they quit that night, they left behind them an enormous,
swaggering "10." Things were stepping up.

Shortly this mill, which had been lagging way behind
in production, was turning out more work than any other
mill in the plant.

The principle?

Let Charles Schwab say it in his own words: “The
way to get things done,” say Schwab, “is to stimulate
competition. I do not mean in a sordid, money-getting
way, but in the desire to excel.”

The desire to excel! The challenge! Throwing down
the gauntlet! An infallible way of appealing to people of
spirit.

Without a challenge, Theodore Roosevelt would never
have been President of the United States. The Rough
Rider, just back from Cuba, was picked for governor of
New York State. The opposition discovered he was no
longer a legal resident of the state, and Roosevelt,
frightened, wished to withdraw. Then Thomas Collier
Platt, then U.S. Senator from New York, threw down the
challenge. Turning suddenly on Theodore Roosevelt, he
cried in a ringing voice: “Is the hero of San Juan Hill a
coward?”

Roosevelt stayed in the fight - and the rest is history.
A challenge not only changed his life; it had a real effect
upon the future of his nation.

“All men have fears, but the brave put down their
fears and go forward, sometimes to death, but always to
victory” was the motto of the King’s Guard in ancient
Greece. What greater challenge can be offered than the
opportunity to overcome those fears?

When Al Smith was governor of New York, he was up
against it. Sing Sing, at the time the most notorious pen-
itentiary west of Devil's Island, was without a warden.
Scandals had been sweeping through the pristin walls,
scandals and ugly rumors. Smith needed a strong man to
rule Sing Sing - an iron man. But who? He sent for
Lewis E. Lawes of New Hampton.

“How about going up to take charge of Sing Sing?” he
said jovially when Lawes stood before him. “They need
a man up there with experience.”

Lawes was flabbergasted. He knew the dangers of
Sing Sing. It was a political appointment, subject to the
vagaries of political whims. Wardens had come and gone
- one had lasted only three weeks. He had a career to
consider. Was it worth the risk?

Then Smith, who saw his hesitation, leaned back in
his chair and smiled. “Young fellow,” he said, “I don’t
blame you for being scared. It’s a tough spot. It’ll take a
big person to go up there and stay.”

So Smith was throwing down a challenge, was he?
Lawes liked the idea of attempting a job that called for
someone “big.”

So he went. And he stayed. He stayed, to become the
most famous warden of his time. His book 20,000 Years
in Sing Sing sold into the hundred of thousands of copies.
His broadcasts on the air and his stories of prison
life have inspired dozens of movies. His “humanizing”
of criminals wrought miracles in the way of prison reform.

“I have never found,” said Harvey S. Firestone,
founder of the great Firestone Tire and Rubber Company,
“that pay and pay alone would either bring together
or hold good people. I think it was the game
itself.”

Frederic Herzberg, one of the great behavorial scientists,
concurred. He studied in depth the work attitudes
of thousands of people ranging from factory workers to
senior executives. What do you think he found to be the
most motivating factor - the one facet of the jobs that
was most stimulating? Money? Good working conditions?
Fringe benefits? No - not any of those. The one
major factor that motivated people was the work itself. If
the work was exciting and interesting, the worker looked
forward to doing it and was motivated to do a good job.

That is what every successful person loves: the game.
The chance for self-expression. The chance to prove his
or her worth, to excel, to win. That is what makes foot-races
and hog-calling and pie-eating contests. The desire
to excel. The desire for a feeling of importance.

PRINCIPLE 12
Throw down a challenge.

I n a N u t s h e l l 
WIN PEOPLE TO YOUR WAY OF THINKING

PRINCIPLE 1
The only way to get the best of an argument is to avoid it.

PRINCIPLE 2
Show respect for the other person’s opinions. Never say,
“You’re wrong.”

PRINCIPLE 3
If you are wrong, admit it quickly and emphatically.

PRINCIPLE 4
Begin in a friendly way.

PRINCIPLE 5
Get the other person saying “yes, yes” immediately.

PRINCIPLE 6
Let the other person do a great deal of the talking.

PRINCIPLE 7
Let the other person feel that the idea is his or hers.

PRINCIPLE 8
Try honestly to see things from the other person’s point of
view.

PRINCIPLE 9
Be sympathetic with the other person’s ideas and desires.

PRINCIPLE 10
Appeal to the nobler motives.

PRINCIPLE 11
Dramatize your ideas.

PRINCIPLE 12
Throw down a challenge.

PART FOUR 

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

A friend of mine was a guest at the White House for a
weekend during the administration of Calvin Coolidge.
Drifting into the President’s private office, he heard
Coolidge say to one of his secretaries, “That’s a pretty
dress you are wearing this morning, and you are a very
attractive young woman.”

That was probably the most effusive praise Silent Cal
had ever bestowed upon a secretary in his life. It was so
unusual, so unexpected, that the secretary blushed in
confusion. Then Coolidge said, “Now, don’t get stuck
up. I just said that to make you feel good. From now on,
I wish you would be a little bit more careful with your
Punctuation.”

His method was probably a bit obvious, but the psychology
was superb. It is always easier to listen to unpleasant
things after we have heard some praise of our
good points.

A barber lathers a man before he shaves him; and that
is precisely what McKinley did back in 1896, when he
was running for President. One of the prominent Republicans
of that day had written a campaign speech that he
felt was just a trifle better than Cicero and Patrick Henry
and Daniel Webster all rolled into one. With great glee,
this chap read his immortal speech aloud to McKinley.
The speech had its fine points, but it just wouldn’t do. It
would have raised a tornado of criticism. McKinley
didn’t want to hurt the man’s feelings. He must not kill
the man’s splendid enthusiasm, and yet he had to say
"no." Note how adroitly he did it.

"My friend, that is a splendid speech, a magnificent
speech,” McKinley said. “No one could have prepared a
better one. There are many occasions on which it would
be precisely the right thing to say, but is it quite suitable
to this particular occasion? Sound and sober as it is from
your standpoint, I must consider its effect from the
party’s standpoint. Now you go home and write a speech
along the lines I indicate, and send me a copy of it.”

He did just that. McKinley blue-penciled and helped
him rewrite his second speech, and he became one of
the effective speakers of the campaign.

Here is the second most famous letter that Abraham
Lincoln ever wrote. (His most famous one was written to
Mrs. Bixby, expressing his sorrow for the death of the
five sons she had lost in battle.) Lincoln probably dashed
this letter off in five minutes; yet it sold at public auction
in 1926 for twelve thousand dollars, and that, by the
way, was more money than Lincoln was able to save
during half a century of hard work. The letter was written
to General Joseph Hooker on April 26, 1863, during
the darkest period of the Civil War. For eighteen
months, Lincoln’s generals had been leading the Union
Army from one tragic defeat to another. Nothing but futile,
stupid human butchery. The nation was appalled.
Thousands of soldiers had deserted from the army, and
en the Republican members of the Senate had revolted
and wanted to force Lincoln out of the White House.
“We are now on the brink of destruction,” Lincoln
said. It appears to me that even the Almighty is
against us. I can hardly see a ray of hope.” Such was the
black sorrow and chaos out of which this letter
came.

I am printing the letter here because it shows how
Lincoln tried to change an obstreperous general when
the very fate of the nation could have depended upon
the general’s action.

This is perhaps the sharpest letter Abe Lincoln wrote
after he became President; yet you will note that he
praised General Hooker before he spoke of his grave
faults.

Yes, they were grave faults, but Lincoln didn’t call
them that. Lincoln was more conservative, more diplomatic.
Lincoln wrote: “There are some things in regard
to which I am not quite satisfied with you.” Talk about
tact! And diplomacy!

Here is the letter addressed to General Hooker:

I have placed you at the head of the Army of the Potomac.
Of course, I have done this upon what appears to me to be
sufficient reasons, and yet I think it best for you to know
that there are some things in regard to which I am not quite
satisfied with you.

I believe you to be a brave and skillful soldier, which, of
course, I like. I also believe you do not mix politics with
your profession, in which you are right. You have confidence
in yourself, which is a valuable if not an indispensable
quality.

You are ambitious, which, within reasonable bounds,
does good rather than harm, But I think that during General
Burnside’s command of the army you have taken counsel of
your ambition and thwarted him as much as you could, in
which you did a great wrong to the country and to a most
meritorious and honorable brother officer.

I have heard, in such a way as to believe it, of your recently
saying that both the army and the Government
needed a dictator. Of course, it was not for this, but in spite
of it, that I have given you command.

Only those generals who gain successes can set up as
dictators. What I now ask of you is military success and I
will risk the dictatorship.

The Government will support you to the utmost of its
ability, which is neither more nor less than it has done and
will do for all commanders. I much fear that the spirit which
you have aided to infuse into the army, of criticizing their
commander and withholding confidence from him, will
now turn upon you. I shall assist you, as far as I can, to put
it down.

Neither you nor Napoleon, if he were alive again, could
get any good out of an army while such spirit prevails in it,
and now beware of rashness. Beware of rashness, but with
energy and sleepless vigilance go forward and give us victories.

You are not a Coolidge, a McKinley or a Lincoln. You
want to know whether this philosophy will operate for
you in everyday business contacts. Will it? Let’s see.
Let’s take the case of W. P. Gaw of the Wark Company,
Philadelphia.

The Wark Company had contracted to build and complete
a large office building in Philadelphia by a certain
specified date. Everything was going along well; the
building was almost finished, when suddenly the sub-contractor
making the ornamental bronze work to go on
the exterior of this building declared that he couldn’t
make delivery on schedule. What! An entire building
held up! Heavy penalties! Distressing losses! All because
of one man!

Long-distance telephone calls. Arguments! Heated
conversations! All in vain. Then Mr. Gaw was sent to
New York to beard the bronze lion in his den.

“Do you know you are the only person in Brooklyn
with your name,?" Mr Gaw asked the president of the
subcontracting firm shortly after they were introduced.
The president was surprised. “No, I didn’t know
that.”

“Well,” said Mr. Gaw, “when I got off the train this
morning, I looked in the telephone book to get your
address, and you’re the only person in the Brooklyn
phone book with your name.”

“I never knew that,” the subcontractor said. He
checked the phone book with interest. “Well, it’s an unusual
name,” he said proudly. "My family came from
Holland and settled in New York almost two hundred
years ago. " He continued to talk about his family and his
ancestors for several minutes. When he finished that,
Mr. Gaw complimented him on how large a plant he had
and compared it favorably with a number of similar
plants he had visited. “It is one of the cleanest and neatest
bronze factories I ever saw,” said Gaw.

“I’ve spent a lifetime building up this business,” the
subcontractor said, “and I am rather proud of it. Would
you like to take a look around the factory?”

During this tour of inspection, Mr. Gaw complimented
the other man on his system of fabrication and
told him how and why it seemed superior to those of
some of his competitors. Gaw commented on some unusual
machines, and the subcontractor announced that
he himself had invented those machines. He spent considerable
time showing Gaw how they operated and the
superior work they turned out. He insisted on taking his
visitor to lunch. So far, mind you, not a word had been
said about the real purpose of Gaw’s visit.

After lunch, the subcontractor said, “Now, to get down
to business. Naturally, I know why you’re here. I didn’t
expect that our meeting would be so enjoyable. You can
go back to Philadelphia with my promise that your material
will be fabricated and shipped, even if other orders
have to be delayed.”

Mr. Gaw got everything that he wanted without even
asking for it. The material arrived on time, and the building
was completed on the day the completion contract
specified.

Would this have happened had Mr. Gaw used the
hammer-and-dynamite method generally employed on
such occasions?

Dorothy Wrublewski, a branch manager of the Fort
Monmouth, New Jersey, Federal Credit Union, reported
to one of our classes how she was able to help one of her
employees become more productive.

“We recently hired a young lady as a teller trainee.
Her contact with our customers was very good. She was
accurate and efficient in handling individual transactions.
The problem developed at the end of the day
when it was time to balance out.

“The head teller came to me and strongly suggested
that I fire this woman. ‘She is holding up everyone else
because she is so slow in balancing out. I’ve shown her
over and over, but she can’t get it. She’s got to go.’

“The next day I observed her working quickly and
accurately when handling the normal everyday transactions,
and she was very pleasant with our customers.

“It didn’t take long to discover why she had trouble
balancing out. After the office closed, I went over to talk
with her. She was obviously nervous and upset. I
praised her for being so friendly and outgoing with the
customers and complimented her for the accuracy and
speed used in that work. I then suggested we review the
procedure we use in balancing the cash drawer. Once
she realized I had confidence in her, she easily followed
my suggestions and soon mastered this function. We
have had no problems with her since then.”

Beginning with praise is like the dentist who begins
his work with Novocain. The patient still gets a drilling,
but the Novocain is pain-killing. A leader will use . . .

PRINCIPLE 1
Begin with praise and honest appreciation.

2
HOW TO CRITICIZE-AND NOT BE
HATED FOR IT

Charles Schwab was passing through one of his steel
mills one day at noon when he came across some of his
employees smoking. Immediately above their heads was
a sign that said “No Smoking.” Did Schwab point to the
sign and say, “Can’t you read.? Oh, no not Schwab. He
walked over to the men, handed each one a cigar, and
said, “I’ll appreciate it, boys, if you will smoke these on
the outside.” They knew that he knew that they had
broken a rule - and they admired him because he said
nothing about it and gave them a little present and made
them feel important. Couldn’t keep from loving a man
like that, could you?

John Wanamaker used the same technique. Wanamaker
used to make a tour of his great store in Philadelphia
every day. Once he saw a customer waiting at a
counter. No one was paying the slightest attention to
her. The salespeople? Oh, they were in a huddle at the
far end of the counter laughing and talking among themselves.
Wanamaker didn’t say a word. Quietly slipping
behind the counter, he waited on the woman himself
and then handed the purchase to the salespeople to be
wrapped as he went on his way.

Public officials are often criticized for not being accessible
to their constituents. They are busy people, and
the fault sometimes lies in overprotective assistants who
don’t want to overburden their bosses with too many
visitors. Carl Langford, who has been mayor of Orlando,

Florida, the home of Disney World, for many years, frequently
admonished his staff to allow people to see him.
clamed he had an “open-door” policy; yet the citizens
of his community were blocked by secretaries and
administrators when they called.

Finally the mayor found the solution. He removed the
door from his office! His aides got the message, and the
mayor has had a truly open administration since the day
his door was symbolically thrown away.

Simply changing one three-letter word can often spell
the difference between failure and success in changing
people without giving offense or arousing resentment.

Many people begin their criticism with sincere praise
followed by the word “but” and ending with a critical
statement. For example, in trying to change a child’s
careless attitude toward studies, we might say, “We’re
really proud of you, Johnnie, for raising your grades this
term. But if you had worked harder on your algebra, the
results would have been better.” 

In this case, Johnnie might feel encouraged until he
heard the word “but.” He might then question the sincerity
of the original praise. To him, the praise seemed
only to be a contrived lead-in to a critical inference of
failure. Credibility would be strained, and we probably
would not achieve our objectives of changing Johnnie’s
attitude toward his studies.

This could be easily overcome by changing the word
"but" to "and." “We’re really proud of you, Johnnie, for
raiseing your grades this term, and by continuing the
same conscientious efforts next term, your algebra grade
can be up with all the others.”

Now, Johnnie would accept the praise because there
was no follow-up of an inference of failure. We have
called his attention to the behavior we wished to change
indirectly and the chances are he will try to live up to
our expectations.

Calling attention to one’s mistakes indirectly works
wonders with sensitive people who may resent bitterly
any direct criticism. Marge Jacob of Woonsocket, Rhode
Island, told one of our classes how she convinced some
sloppy construction workers to clean up after themselves
when they were building additions to her house.

For the first few days of the work, when Mrs. Jacob
returned from her job, she noticed that the yard was
strewn with the cut ends of lumber. She didn’t want to
antagonize the builders, because they did excellent
work. So after the workers had gone home, she and her
children picked up and neatly piled all the lumber debris
in a corner. The following morning she called the
foreman to one side and said, “I’m really pleased with
the way the front lawn was left last night; it is nice and
clean and does not offend the neighbors.” From that day
forward the workers picked up and piled the debris to
one side, and the foreman came in each day seeking
approval of the condition the lawn was left in after a
day’s work.

One of the major areas of controversy between members
of the army reserves and their regular army trainers
is haircuts. The reservists consider themselves civilians
(which they are most of the time) and resent having to
cut their hair short.

Master Sergeant Harley Kaiser of the 542nd USAR
School addressed himself to this problem when he was
working with a group of reserve noncommissioned officers.
As an old-time regular-army master sergeant, he
might have been expected to yell at his troops and
threaten them. Instead he chose to make his point indirectly.

“Gentlemen,” he started, “you are leaders. You will
be most effective when you lead by example. You must
be the example for your men to follow. You know what
the army regulations say about haircuts. I am going to
get my hair cut today, although it is still much shorter
than some of yours. You look at yourself in the mirror,
and if you feel you need a haircut to be a good example,
we'll arrange time for you to visit the post barbership.”

The result was predictable. Several of the candidates
did look in the mirror and went to the barbershop that
afternoon and received “regulation” haircuts. Sergeant
Kaiser commented the next morning that he already
could see the development of leadership qualities in
some of the members of the squad.

On March 8, 1887, the eloquent Henry Ward Beecher
died. The following Sunday, Lyman Abbott was invited
to speak in the pulpit left silent by Beecher’s passing.
Eager to do his best, he wrote, rewrote and polished his
sermon with the meticulous care of a Flaubert. Then he
read it to his wife. It was poor - as most written speeches
are. She might have said, if she had had less judgment,
“Lyman, that is terrible. That’ll never do. You’ll put people
to sleep. It reads like an encyclopedia. You ought to
know better than that after all the years you have been
preaching. For heaven’s sake, why don’t you talk like a
human being? Why don’t you act natural? You’ll disgrace
yourself if you ever read that stuff.”

That’s what she might have said. And, if she had, you
know what would have happened. And she knew too.
So, she merely remarked that it would make an excellent
article for the North American Review. In other words,
she praised it and at the same time subtly suggested that
it wouldn’t do as a speech. Lyman Abbott saw the point,
tore up his carefully prepared manuscript and preached
without even using notes.

An effective way to correct others’ mistakes is . . .

PRINCIPLE 2
Call attention to people’s mistakes indirectly.

3
TALK ABOUT YOUR OWN
MISTAKES FIRST

My niece, Josephine Carnegie, had come to New York
to be my secretary. She was nineteen, had graduated
from high school three years previously, and her business
experience was a trifle more than zero. She became
one of the most proficient secretaries west of Suez, but
in the beginning, she was - well, susceptible to improvement.
One day when I started to criticize her, I
said to myself: “Just a minute, Dale Carnegie; just a
minute. You are twice as old as Josephine. You have had
ten thousand times as much business experience. How
can you possibly expect her to have your viewpoint, your
judgment, your initiative - mediocre though they may
be? And just a minute, Dale, what were you doing at
nineteen? Remember the asinine mistakes and blunders
you made? Remember the time you did this . . . and
that . . . ?"

After thinking the matter over, honestly and impartially,
I concluded that Josephine’s batting average at
nineteen was better than mine had been - and that, I’m
sorry to confess, isn’t paying Josephine much of a compliment.

So after that, when I wanted to call Josephine’s attention
to a mistake, I used to begin by saying, “You have
made a mistake, Josephine, but the Lord knows, it’s no
worse than many I have made. You were not born with
judgment. That comes only with experience, and you are
better than I was at your age. I have been guilty of so
many stupid, silly things myself, I have very little incliion
to criticize you or anyone. But don’t you think it
would have been wiser if you had done so and so?"

It isn’t nearly so difficult to listen to a recital of your
faults if the person criticizing begins by humbly admitting
that he, too, is far from impeccable.

E. G. Dillistone, an engineer in Brandon, Manitoba,
Canada, was having problems with his new secretary.
Letters he dictated were coming to his desk for signature
with two or three spelling mistakes per page. Mr. Dillistone
reported how he handled this:

“Like many engineers, I have not been noted for my
excellent English or spelling. For years I have kept a
little black thumb - index book for words I had trouble
spelling. When it became apparent that merely pointing
out the errors was not going to cause my secretary to do
more proofreading and dictionary work, I resolved to
take another approach. When the next letter came to my
attention that had errors in it, I sat down with the typist
and said: 

" ‘Somehow this word doesn’t look right. It’s one of
the words I always have had trouble with. That’s the reason
I started this spelling book of mine. [I opened
the book to the appropriate page.] Yes, here it is. I’m
very conscious of my spelling now because people do
judge us by our letters and misspellings make us look
less professional.

"I don't know whether she copied my system or not,
but since that conversation, her frequency of spelling
errors has been significantly reduced.”

The polished Prince Bernhard von Bülow learned the
sharp necessity of doing this back in 1909. Von Bülow
was then the Imperial Chancellor of Germany, and on
the throne sat  Wilhelm II-Wilhelm, the haughty; Wilhelm
the arrogant; Wilhelm, the last of the German Kaisers,
building an army and navy that he boasted could
whip their weight in wildcats

Then an astonishing thing happened. The Kaiser said
things, incredible things, things that rocked the continent
and started a series of explosions heard around the
world. To make matters infinitely worse, the Kaiser
made silly, egotistical, absurd announcements in public,
he made them while he was a guest in England, and he
gave his royal permission to have them printed in the
Daily Telegraph. For example, he declared that he was
the only German who felt friendly toward the English;
that he was constructing a navy against the menace of
Japan; that he, and he alone, had saved England from
being humbled in the dust by Russia and France; that it
had been his campaign plan that enabled England’s
Lord Roberts to defeat the Boers in South Africa; and so
on and on.

No other such amazing words had ever fallen from the
lips of a European king in peacetime within a hundred
years. The entire continent buzzed with the fury of a
hornet’s nest. England was incensed. German statesmen
were aghast. And in the midst of all this consternation,
the Kaiser became panicky and suggested to Prince von
Bülow, the Imperial Chancellor, that he take the blame.
Yes, he wanted von Bülow to announce that it was all
his responsibility, that he had advised his monarch to
say these incredible things.

“But Your Majesty,” von Bülow protested, “it seems
to me utterly impossible that anybody either in Germany
or England could suppose me capable of having advised
Your Majesty to say any such thing.”

The moment those words were out of von Bülow's
mouth, he realized he had made a grave mistake. The
Kaiser blew up.

“You consider me a donkey,” he shouted, “capable of
blunders you yourself could never have committed!”

Von Bülow's knew that he ought to have praised before
he condemned; but since that was too late, he did the
next best thing. He praised after he had criticized. And
it worked a miracle.

"I'm far from suggesting that,” he answered respectfully.
“Your Majesty surpasses me in manv respects; not
only of course, in naval and military knowledge but
above all, in natural science. I have often listened in
admiration when Your Majesty explained the barometer,
or wireless telegraphy, or the Roentgen rays. I am
shamefully ignorant of all branches of natural science,
have no notion of chemistry or physics, and am quite
incapable of explaining the simplest of natural phenomena.
But,” von Büllow continued, “in compensation, I
possess some historical knowledge and perhaps certain
qualities useful in politics, especially in diplomacy.”

The Kaiser beamed. Von Bulow had praised him. Von
Bülow had exalted him and humbled himself. The Kaiser
could forgive anything after that. “Haven’t I always
told you," he exclaimed with enthusiasm, “that we complete
one another famously? We should stick together,
and we will!"

He shook hands with von Bülow, not once, but several
times. And later in the day he waxed so enthusiastic that
he exclaimed with doubled fists, “If anyone says anything
to me against Prince von Bülow, I shall punch him
in the nose.”

Von Bülow saved himself in time - but, canny diplomat
that he was, he nevertheless had made one error: he
should have begun by talking about his own shortcomings
and Wilhelm’s superiority - not by intimating that
the Kaiser was a half-wit in need of a guardian.

If a few sentences humbling oneself and praising the
other party can turn a haughty, insulted Kaiser into a
staunch friend, imagine what humility and praise can do
for you and me in our daily contacts. Rightfully used,
they will work veritable miracles in human relations.

Admitting one’s own mistakes - even when one hasn’t
corrected them - can help convince somebody to change
his behavior. This was illustrated more recently by Clarence
Zerhusen of Timonium, Maryland, when he discovered
his fifteen-year-old son was experimenting with
cigarettes.

“Naturally, I didn’t want David to smoke,” Mr. Zerhusen
told us, “but his mother and I smoked cigarettes;
we were giving him a bad example all the time. I explained
to Dave how I started smoking at about his age
and how the nicotine had gotten the best of me and now
it was nearly impossible for me to stop. I reminded him
how irritating my cough was and how he had been after
me to give up cigarettes not many years before.

"I didn’t exhort him to stop or make threats or warn
him about their dangers. All I did was point out how I
was hooked on cigarettes and what it had meant to me.

“He thought about it for a while and decided he
wouldn’t smoke until he had graduated from high
school. As the years went by David never did start smoking
and has no intention of ever doing so.

“As a result of that conversation I made the decision
to stop smoking cigarettes myself, and with the support
of my family, I have succeeded.”

A good leader follows this principle:

PRINCIPLE 3
Talk about your own mistakes before
criticizing the other person.

4
NO ONE LIKES TO TAKE ORDERS

I once had the pleasure of dining with Miss Ida Tarbell,
the dean of American biographers. When I told her I was
writing this book, we began discussing this all-important
subject of getting along with people, and she told me
that while she was writing her biography of Owen D.
Young, she interviewed a man who had sat for three
years in the same office with Mr. Young. This man declared
that during all that time he had never heard Owen
D. Young give a direct order to anyone. He always gave
suggestions, not orders. Owen D. Young never said, for
example, “Do this or do that,” or “Don’t do this or don’t
do that.” He would say, “You might consider this,” or
“Do you think that would work?” Frequently he would
say, after he had dictated a letter, “What do you think of
this?” In looking over a letter of one of his assistants, he
would say, “Maybe if we were to phrase it this way it
would be better.” He always gave people the opportunity
to do things themselves; he never told his assistants
to do things; he let them do them, let them learn from
their mistakes.

A technique like that makes it easy for a person to
correct errors. A technique like that saves a person’s
pride and gives him or her a feeling of importance. It
encourages cooperation instead of rebellion.

Resentment caused by a brash order may last a long
time -even if the order was given to correct an obviously
bad situation. Dan Santarelli, a teacher at a vocational
school in Wyoming, Pennsylvania, told one of
our classes how one of his students had blocked the entrance
way to one of the school’s shops by illegally parking
his car in it. One of the other instructors stormed into
the classroom and asked in an arrogant tone, “Whose car
is blocking the driveway?" When the student who
owned the car responded, the instructor screamed:
“Move that car and move it right now, or I’ll wrap a
chain around it and drag it out of there.”

Now that student was wrong. The car should not have
been parked there. But from that day on, not only did
that student resent the instructor’s action, but all the
students in the class did everything they could to give
the instructor a hard time and make his job unpleasant.

How could he have handled it differently? If he had
asked in a friendly way, “Whose car is in the driveway?”
and then suggested that if it were moved, other cars
could get in and out, the student would have gladly
moved it and neither he nor his classmates would have
been upset and resentful.

Asking questions not only makes an order more palatable;
it often stimulates the creativity of the persons
whom you ask. People are more likely to accept an order
if they have had a part in the decision that caused the
order to be issued.

When Ian Macdonald of Johannesburg, South Africa,
the general manager of a small manufacturing plant specializing
in precision machine parts, had the opportunity
to accept a very large order, he was convinced that he
would not meet the promised delivery date. The work
already scheduled in the shop and the short completion
time needed for this order made it seem impossible for
him to accept the order.

Instead of pushing his people to accelerate their work
and rush the order through, he called everybody together,
explained the situation to them, and told them
how much it would mean to the company and to them if
they could make it possible to produce the order on
time. Then he started asking questions:

“Is there anything we can do to handle this order?”

“Can anyone think of different ways to process it
through the shop that will make it possible to take the
order?”

“Is there any way to adjust our hours or personnel
assignments that would help?”

The employees came up with many ideas and insisted
that he take the order. They approached it with a “We
can do it” attitude, and the order was accepted, produced
and delivered on time.

An effective leader will use . . .

PRINCIPLE 4
Ask questions instead of giving direct orders.

5
LET THE OTHER PERSON SAVE FACE

Years ago the General Electric Company was faced with
the delicate task of removing Charles Steinmetz from
the head of a department. Steinmetz, a genius of the first
magnitude when it came to electricity, was a failure as
the head of the calculating department. Yet the company
didn’t dare offend the man. He was indispensable - and
highly sensitive. So they gave him a new title. They
made him Consulting Engineer of the General Electric
Company - a new title for work he was already doing -
and let someone else head up the department.

Steinmetz was happy.

So were the officers of G.E. They had gently maneuvered
their most temperamental star, and they had done
it without a storm - by letting him save face.

Letting one save face! How important, how vitally important
that is! And how few of us ever stop to think of
it! We ride roughshod over the feelings of others, getting
our own way, finding fault, issuing threats, criticizing a
child or an employee in front of others, without even
considering the hurt to the other person’s pride.
Whereas a few minutes’ thought, a considerate word or
two, a genuine understanding of the other person’s attitude,
would go so far toward alleviating the sting!

Let’s remember that the next time we are faced with
the distasteful necessity of discharging or reprimanding
an employee.

“Firing employees is not much fun. Getting fired is
even less fun.” (I’m quoting now from a letter written
me by Marshall A. Granger, a certified public accountant.)
“Our business is mostly seasonal. Therefore we
have to let a lot of people go after the income tax rush is
over.

It’s a byword in our profession that no one enjoys
wielding the ax. Consequently, the custom has developed
of getting it over as soon as possible, and usually
in the following way: ‘Sit down, Mr. Smith. The season’s
over, and we don’t seem to see any more assignments for
you. Of course, you understood you were only employed
for the busy season anyhow, etc., etc.’

“The effect on these people is one of disappointment
and a feeling of being ‘let down.’ Most of them are in the
accounting field for life, and they retain no particular
love for the firm that drops them so casually.

“I recently decided to let our seasonal personnel go
with a little more tact and consideration. So I call each
one in only after carefully thinking over his or her work
during the winter. And I’ve said something like this:
‘Mr. Smith, you’ve done a fine job (if he has). That time
we sent you to Newark, you had a tough assignment.
You were on the spot, but you came through with flying
colors, and we want you to know the firm is proud of
you. You’ve got the stuff - you’re going a long way,
wherever you’re working. This firm believes in you, and
is rooting for you, and we don’t want you to forget it.’

“Effect? The people go away feeling a lot better about
being fired. They don’t feel ‘let down.’ They know if we
had work for them, we’d keep them on. And when we
need them again, they come to us with a keen personal
affection.”

At one session of our course, two class members discussed
the negative effects of faultfinding versus the
positive effects of letting the other person save face.

Fred Clark of Harrisburg, Pennsylvania, told of an incident
that occurred in his company: “At one of our production
meetings, a vice president was asking very
pointed questions of one of our production supervisors
regarding a production process. His tone of voice was
aggressive and aimed at pointing out faulty performance
on the part of the supervisor. Not wanting to be embarrassed
in front of his peers, the supervisor was evasive
in his responses. This caused the vice president to lose
his temper, berate the supervisor and accuse him of
lying.

“Any working relationship that might have existed
prior to this encounter was destroyed in a few brief moments.
This supervisor, who was basically a good
worker, was useless to our company from that time on. A
few months later he left our firm and went to work for a
competitor, where I understand he is doing a fine job.”

Another class member, Anna Mazzone, related how a
similar incident had occurred at her job - but what a
difference in approach and results! Ms. Mazzone, a marketing
specialist for a food packer, was given her first
major assignment - the test-marketing of a new product.
She told the class: “When the results of the test came in,
I was devastated. I had made a serious error in my planning,
and the entire test had to be done all over again.
To make this worse, I had no time to discuss it with my
boss before the meeting in which I was to make my
report on the project.

“When I was called on to give the report, I was shaking
with fright. I had all I could do to keep from breaking
down, but I resolved I would not cry and have all those
men make remarks about women not being able to handle
a management job because they are too emotional. I
made my report briefly and stated that due to an error I
would repeat the study before the next meeting. I sat
down, expecting my boss to blow up.

“Instead, he thanked me for my work and remarked
that it was not unusual for a person to make an error on
a new project and that he had confidence that the repeat
survey would be accurate and meaningful to the company.
He Assured me, in front of all my colleagues, that
he had faith in me and I knew I had done my best, and
that my lack of experience, not my lack of ability, was
the reason for the failure.

I left that meeting with my head in the air and
with the determination that I would never let that boss
of mine down again.”

Even if we are right and the other person is definitely
wrong, we only destroy ego by causing someone to lose
face. The legendary French aviation pioneer and author
Antoine de Saint-Exupéry wrote: "I have no right to say
or do anything that diminishes a man in his own eyes.
What matters is not what I think of him, but what he
thinks of himself. Hurting a man in his dignity is a
crime.”

A real leader will always follow . . .

PRINCIPLE 5 
Let the other person save face.

6
HOW TO SPUR PEOPLE ON
TO SUCCESS

Pete Barlow was an old friend of mine. He had a dog-and-
pony act and spent his life traveling with circuses
and vaudeville shows. I loved to watch Pete train new
dogs for his act. I noticed that the moment a dog showed
the slightest improvement, Pete patted and praised
him and gave him meat and made a great to-do about
it.

That’s nothing new. Animal trainers have been using
that same technique for centuries.

Why, I wonder, don’t we use the same common sense
when trying to change people that we use when trying
to change dogs? Why don’t we use meat instead of a
whip? Why don’t we use praise instead of condemnation?
Let us praise even the slightest improvement. That
inspires the other person to keep on improving.

In his book I Ain’t Much, Baby-But I’m All I Got,
the psychologist Jess Lair comments: “Praise is like sunlight
to the warm human spirit; we cannot flower and
grow without it. And yet, while most of us are only too
ready to apply to others the cold wind of criticism, we
are somehow reluctant to give our fellow the warm sunshine
of praise.” *

* Jess Lair, I Ain’t Much, Baby - But I’m All I Got (Greenwich, Conn.:
Fawcett, 1976), p . 248.

I can look back at my own life and see where a few
words of praise have sharply changed my entire future.
Can’t you say the same thing about your life? History is
replete with striking illustrations of the sheer witchery
raise.

For example, many years ago a boy of ten was working
in a factory in Naples, He longed to be a singer, but his
first teacher discouraged him. “You can’t sing,” he said.
"You haven’t any voice at all. It sounds like the wind in
the shutters.”

But his mother, a poor peasant woman, put her arms
about him and praised him and told him she knew he
could sing, she could already see an improvement, and
she went barefoot in order to save money to pay for his
music lessons. That peasant mother’s praise and encouragement
changed that boy’s life. His name was Enrico
Caruso, and he became the greatest and most
famous opera singer of his age.

In the early nineteenth century, a young man in London
aspired to be a writer. But everything seemed to be
against him. He had never been able to attend school
more than four years. His father had been flung in jail
because he couldn’t pay his debts, and this young man
often knew the pangs of hunger. Finally, he got a job
pasting labels on bottles of blacking in a rat-infested
warehouse, and he slept at night in a dismal attic room
with two other boys - guttersnipes from the slums of
London. He had so little confidence in his ability to
write that he sneaked out and mailed his first manuscript
in the dead of night so nobody would laugh at him. Story
after story was refused. Finally the great day came when
one was accepted. True, he wasn’t paid a shilling for it,
but one editor had praised him. One editor had given
him recognition. He was so thrilled that he wandered
aimlessly around the streets with tears rolling down his
cheeks.

The praise, the recognition, that he received through
getting one story in print, changed his whole life, for if
it hadn’t been for that encouragement, he might have
spent his entire life working in rat-infested factories.
You may have heard of that boy. His name was Charles
Dickens.

Another boy in London made his living as a clerk in a
dry-goods store. He had to get up at five o’clock, sweep
out the store, and slave for fourteen hours a day. It was
sheer drudgery and he despised it. After two years, he
could stand it no longer, so he got up one morning and,
without waiting for breakfast, tramped fifteen miles to
talk to his mother, who was working as a housekeeper.

He was frantic. He pleaded with her. He wept. He
swore he would kill himself if he had to remain in the
shop any longer. Then he wrote a long, pathetic letter to
his old schoolmaster, declaring that he was heartbroken,
that he no longer wanted to live. His old schoolmaster
gave him a little praise and assured him that he really
was very intelligent and fitted for finer things and offered
him a job as a teacher.

That praise changed the future of that boy and made a
lasting impression on the history of English literature.
For that boy went on to write innumerable best-selling
books and made over a million dollars with his pen.
You’ve probably heard of him. His name: H. G. Wells.

Use of praise instead of criticism is the basic concept
of B. F. Skinner’s teachings. This great contemporary
psychologist has shown by experiments with animals
and with humans that when criticism is minimized and
praise emphasized, the good things people do will be
reinforced and the poorer things will atrophy for lack of
attention.

John Ringelspaugh of Rocky Mount, North Carolina,
used this in dealing with his children. It seemed that, as
in so many families, mother and dad’s chief form of communication
with the children was yelling at them. And,
as in so many cases, the children became a little worse
rather than better after each such session - and so did
the parents. There seemed to be no end in sight for this
problem.

Mr. Ringelspaugh determined to use some of the principles
he was learning in our course to solve this situation.
He reported: “We decided to try praise instead of
harping on their faults. It wasn’t easy when all we could
see were the negative things they were doing; it was
really tough to find things to praise. We managed to find
something, and within the first day or two some of the
really upsetting things they were doing quit happening.
Then some of their other faults began to disappear. They
began capitalizing on the praise we were giving them.
They even began going out of their way to do things
right. Neither of us could believe it. Of course, it didn’t
last forever, but the norm reached after things leveled
off was so much better. It was no longer necessary to
react the way we used to. The children were doing far
more right things than wrong ones.” All of this was a
result of praising the slightest improvement in the children
rather than condemning everything they did wrong.

This works on the job too. Keith Roper of Woodland
Hills, California, applied this principle to a situation in
his company. Some material came to him in his print
shop which was of exceptionally high quality. The
printer who had done this job was a new employee who
had been having difficulty adjusting to the job. His supervisor
was upset about what he considered a negative
attitude and was seriously thinking of terminating his
services.

When Mr. Roper was informed of this situation, he
personally went over to the print shop and had a talk
with the young man. He told him how pleased he was
with the work he had just received and pointed out it
was the best work he had seen produced in that shop for
some time. He pointed out exactly why it was superior
and how important the young man’s contribution was to
the company,

Do you think this affected that young printer’s attitude
toward the company? Within days there was a complete
turnabout. He told several of his co-workers about the
conversation and how someone in the company really
appreciated good work. And from that day on, he was a
loyal and dedicated worker.

What Mr. Roper did was not just flatter the young
printer and say “You’re good.” He specifically pointed
out how his work was superior. Because he had singled
out a specific accomplishment, rather than just making
general flattering remarks, his praise became much more
meaningful to the person to whom it was given. Everybody
likes to be praised, but when praise is specific, it
comes across as sincere - not something the other person
may be saying just to make one feel good.

Remember, we all crave appreciation and recognition,
and will do almost anything to get it. But nobody wants
insincerity. Nobody wants flattery.

Let me repeat: The principles taught in this book will
work only when they come from the heart. I am not
advocating a bag of tricks. I am talking about a new way
of life.

Talk about changing people. If you and I will inspire
the people with whom we come in contact to a realization
of the hidden treasures they possess, we can do far
more than change people. We can literally transform
them.

Exaggeration? Then listen to these sage words from
William James, one of the most distinguished psychologists
and philosophers America has ever produced:

Compared with 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.

Yes, you who are reading these lines possess powers
of various sorts which you habitually fail to use; and one
of these powers you are probably not using to the fullest
extent is your magic ability to praise people and inspire
them with a realization of their latent possibilities.

Abilities wither under criticism; they blossom under
encouragement. To become a more effective leader of
people, apply . . .

PRINCIPLE 6
Praise the slightest improvement and praise
every improvement. Be “hearty in your
approbation and lavish in your praise.”

7
GIVE A DOG A GOOD NAME

What do you do when a person who has been a good
worker begins to turn in shoddy work? You can fire him
or her, but that really doesn’t solve anything. You can
berate the worker, but this usually causes resentment.
Henry Henke, a service manager for a large truck dealership
in Lowell, Indiana, had a mechanic whose
work had become less than satisfactory. Instead of
bawling him out or threatening him, Mr. Henke called
him into his office and had a heart-to-heart talk with
him.

“Bill,” he said, “you are a fine mechanic. You have
been in this line of work for a good number of years. You
have repaired many vehicles to the customers’ satisfaction.
In fact, we’ve had a number of compliments about
the good work you have done. Yet, of late, the time you
take to complete each job has been increasing and your
work has not been up to your own old standards. Because
you have been such an outstanding mechanic in
the past, I felt sure you would want to know that I am
not happy with this situation, and perhaps jointly we
could find some way to correct the problem.”

Bill responded that he hadn’t realized he had been
falling down in his duties and assured his boss that the
work he was getting was not out of his range of expertise
and he would try to improve in the future.

Did he do it? You can be sure he did. He once again
became a fast and thorough mechanic. With that reputation
Mr. Henke had given him to live up to, how could
he do anything else but turn out work comparable to that
which he had done in the past.

“The average person,” said Samuel Vauclain, then
president of the Baldwin Locomotive Works, "can be
led readily if you have his or her respect and if you show
that you respect that person for some kind of ability.”

In short, if you want to improve a person in a certain
spect, act as though that particular trait were already
one of his or her outstanding characteristics. Shakespeare
said “Assume a virtue, if you have it not.” And it
might be well to assume and state openly that other people
have the virtue you want them to develop. Give
them a fine reputation to live up to, and they will make
prodigious efforts rather than see you disillusioned.

Georgette Leblanc, in her book Souvenirs, My Life
with Maeterlinck, describes the startling transformation
of a humble Belgian Cinderella.

 “A servant girl from a neighboring hotel brought my
meals,” she wrote. “She was called ‘Marie the Dish
washer’ because she had started her career as a scullery
assistant. She was a kind of monster, cross-eyed, bandylegged,
poor in flesh and spirit.

 “One day, while she was holding my plate of macaroni
 in her red hand, I said to her point-blank, ‘Marie, you do
not know what treasures are within you.’

“Accustomed to holding back her emotion, Marie
waited a few moments, not daring to risk the slightest
gesture for fear of a castastrophe. Then she put the dish
on the table, sighed and said ingenuously, ‘Madame, I
would never have believed it.’ She did not doubt, she
did not ask a question. She simply went back to the
kitchen and repeated what I had said, and such is the
force of faith that no one made fun of her. From that day
on, she was even given a certain consideration. But the
most curious change of all occurred in the humble Marie
herself. Believing she was the tabernacle of unseen marvels, she began taking care of her face and body so carefully that her starved youth seemed to bloom and
modestly hide her plainness.

“Two months later, she announced her coming marriage
with the nephew of the chef. ‘I’m going to be a
lady,’ she said, and thanked me. A small phrase had
changed her entire life.”

Georgette Leblanc had given “Marie the Dishwasher”
a reputation to live up to - and that reputation had transformed
her.

Bill Parker, a sales representative for a food company
in Daytona Beach, Florida, was very excited about the
new line of products his company was introducing and
was upset when the manager of a large independent
food market turned down the opportunity to carry it in
his store. Bill brooded all day over this rejection and
decided to return to the store before he went home that
evening and try again.

“Jack,” he said, “since I left this morning I realized I
hadn’t given you the entire picture of our new line, and
I would appreciate some of your time to tell you about
the points I omitted. I have respected the fact that you
are always willing to listen and are big enough to change
your mind when the facts warrant a change.”

Could Jack refuse to give him another hearing? Not
with that reputation to live up to.

One morning Dr. Martin Fitzhugh, a dentist in Dublin,
Ireland, was shocked when one of his patients
pointed out to him that the metal cup holder which she
was using to rinse her mouth was not very clean. True,
the patient drank from the paper cup, not the holder, but
it certainly was not professional to use tarnished equipment.

When the patient left, Dr. Fitzhugh retreated to his
private office to write a note to Bridgit, the charwoman,
who came twice a week to clean his office. He wrote:

My dear Bridgit,

I see you so seldom, I thought I’d take the time to thank
you for the fine job of cleaning you’ve been doing. By the
way, I thought I’d mention that since two hours, twice a
week, is a very limited amount of time, please feel free to
work an extra half hour from time to time if you feel you
need to do those “once-in-a-while” things like polishing
the cup holders and the like. I, of course, will pay you for
the extra time.

“The next day, when I walked into my office,” Dr.
Fitzhugh reported, "My desk had been polished to a
mirror-like finish, as had my chair, which I nearly slid
out of. When I went into the treatment room I found the
shiniest, cleanest chrome-plated cup holder I had ever
seen nestled in its receptacle. I had given my char-woman
a fine reputation to live up to, and because of
this small gesture she outperformed all her past efforts.
How much additional time did she spend on this? That’s
right-none at all ."

There is an old saying: “Give a dog a bad name and
you may as well hang him.” But give him a good name
 - and see what happens!

When Mrs. Ruth Hopkins, a fourth-grade teacher in
Brooklyn, New York, looked at her class roster the first
day of school, her excitement and joy of starting a new
term was tinged with anxiety. In her class this year she
would have Tommy T., the school’s most notorious “bad
boy.” His third-grade teacher had constantly complained
about Tommy to colleagues, the principal and
anyone else who would listen. He was not just mischievous;
he caused serious discipline problems in the class,
picked fights with the boys, teased the girls, was fresh to
the teacher, and seemed to get worse as he grew older.
His only redeeming feature was his ability to learn rapidly
and master the-school work easily.

Mrs. Hopkins decided to face the “Tommy problem”
immediately. When she greeted her new students, she
made little comments to each of them: “Rose, that’s a
pretty dress you are wearing,” “Alicia, I hear you draw
beautifully.” When she came to Tommy, she looked him
straight in the eyes and said, “Tommy, I understand you
are a natural leader. I’m going to depend on you to help
me make this class the best class in the fourth grade this
year.” She reinforced this over the first few days by complimenting
Tommy on everything he did and commenting
on how this showed what a good student he was.
With that reputation to live up to, even a nine-year-old
couldn’t let her down - and he didn’t.

If you want to excel in that difficult leadership role of
changing the attitude or behavior of others, use . . .

PRINCIPLE 7
Give the other person a fine reputation to live
up to.

8
MAKE THE FAULT SEEM
EASY TO CORRECT

A bachelor friend of mine, about forty years old, became
engaged, and his fiancée persuaded him to take some
belated dancing lessons. “The Lord knows I needed
dancing lessons,” he confessed as he told me the story,
“for I danced just as I did when I first started twenty
years ago. The first teacher I engaged probably told me
the truth. She said I was all wrong; I would just have to
forget everything and begin all over again. But that took
the heart out of me. I had no incentive to go on. So I quit
her.

“The next teacher may have been lying, but I liked it.
She said nonchalantly that my dancing was a bit old-fashioned
perhaps, but the fundamentals were all right,
and she assured me I wouldn’t have any trouble learning
a few new steps. The first teacher had discouraged me
by emphasizing my mistakes. This new teacher did the
opposite. She kept praising the things I did right and
minimizing my errors. ‘You have a natural sense of
rhythm,’ she assured me. ‘You really are a natural-born
dancer.’ Now my common sense tells me that I always
have been and always will be a fourth-rate dancer; yet,
deep in my heart, I still like to think that maybe she
meant it. To be sure, I was paying her to say it; but why
bring that up?

“At any rate, I know I am a better dancer than I would
have been if she hadn’t told me I had a natural sense of
rhythm. That encouraged me. That gave me hope. That
made me want to improve.”

Tell your child, your spouse, or your employee that he
or she is stupid or dumb at a certain thing, has no gift for
it, and is doing it all wrong, and you have destroyed
almost every incentive to try to improve. But use the
opposite technique - be liberal with your encouragement,
make the thing seem easy to do, let the other person
know that you have faith in his ability to do it, that
he has an undeveloped flair for it - and he will practice
until the dawn comes in the window in order to excel.

Lowell Thomas, a superb artist in human relations,
used this technique, He gave you confidence, inspired
you with courage and faith. For example, I spent a weekend
with Mr. and Mrs. Thomas; and on Saturday night,
I was asked to sit in on a friendly bridge game before a
roaring fire. Bridge? Oh, no! No! No! Not me. I knew
nothing about it. The game had always been a black
mystery to me, No! No! Impossible!

“Why, Dale, it is no trick at all,” Lowell replied.
“There is nothing to bridge except memory and judgment.
You’ve written articles on memory. Bridge will be
a cinch for you. It’s right up your alley.”

And presto, almost before I realized what I was doing,
I found myself for the first time at a bridge table. All
because I was told I had a natural flair for it and the
game was made to seem easy.

Speaking of bridge reminds me of Ely Culbertson,
whose books on bridge have been translated into a
dozen languages and have sold more than a million copies.
Yet he told me he never would have made a profession
out of the game if a certain young woman hadn’t
assured him he had a flair for it.

When he came to America in 1922, he tried to get a job
teaching in philosophy and sociology, but he couldn’t.
Then he tried selling coal, and he failed at that

Then he tried selling coffee, and he failed at that, too.

He had played some bridge, but it had never occurred
to him in those days that someday he would teach it. He
was not only a poor card player, but he was also very
stubborn. He asked so many questions and held so many
post-mortem examinations that no one wanted to play
with him.

Then he met a pretty bridge teacher, Josephine Dillon,
fell in love and married her. She noticed how carefully
he analyzed his cards and persuaded him that he
was a potential genius at the card table. It was that encouragement
and that alone, Culbertson told me, that
caused him to make a profession of bridge.

Clarence M. Jones, one of the instructors of our course
in Cincinnati, Ohio, told how encouragement and making
faults seem easy to correct completely changed the
life of his son.

“In 1970 my son David, who was then fifteen years
old, came to live with me in Cincinnati. He had led a
rough life. In 1958 his head was cut open in a car accident,
leaving a very bad scar on his forehead. In 1960
his mother and I were divorced and he moved to Dallas,
Texas, with his mother. Until he was fifteen he had spent
most of his school years in special classes for slow learners
in the Dallas school system. Possibly because of the
scar, school administrators had decided he was brain-injured
and could not function at a normal level. He was
two years behind his age group, so he was only in the
seventh grade. Yet he did not know his multiplication
tables, added on his fingers and could barely read.

“There was one positive point. He loved to work on
radio and TV sets. He wanted to become a TV technician.
I encouraged this and pointed out that he needed
math to qualify for the training. I decided to help him
become proficient in this subject. We obtained four sets
of flash cards: multiplication, division, addition and subtraction.
As we went through the cards, we put the correct
answers in a discard stack. When David missed one,
I gave him the correct answer and then put the card in
the repeat stack until there were no cards left. I made a
big deal out of each card he got right, particularly if he
had missed it previously. Each night we would go
through the repeat stack until there were no cards left.

Each night we timed the exercise with a stop watch. I
promised him that when he could get all the cards correct
in eight minutes with no incorrect answers, we
would quit doing it every night. This seemed an impossible
goal to David. The first night it took 52 minutes,
the second night, 48, then 45, 44, 41 then under 40 minutes.
We celebrated each reduction. I’d call in my wife,
and we would both hug him and we’d all dance a jig. At
the end of the month he was doing all the cards perfectly
in less than eight minutes. When he made a small improvement
he would ask to do it again. He had made the
fantastic discovery that learning was easy and fun.

“Naturally his grades in algebra took a jump. It is
amazing how much easier algebra is when you can multiply.
He astonished himself by bringing home a B in
math. That had never happened before. Other changes
came with almost unbelievable rapidity. His reading improved
rapidly, and he began to use his natural talents
in drawing. Later in the school year his science teacher
assigned him to develop an exhibit. He chose to develop
a highly complex series of models to demonstrate the
effect of levers. It required skill not only in drawing and
model making but in applied mathematics. The exhibit
took first prize in his school’s science fair and was entered
in the city competition and won third prize for the
entire city of Cincinnati.

“That did it. Here was a kid who had flunked two
grades, who had been told he was ‘brain-damaged,’ who
had been called ‘Frankenstein’ by his classmates and
told his brains must have leaked out of the cut on his
head. Suddenly he discovered he could really learn and
accomplish things. The result? From the last quarter of
the eighth grade all the way through high school, he
never failed to make the honor roll; in high school he
was elected to the national honor society. Once he found
learning was easy, his whole life changed.”

If you want to help others to improve, remember . . .

PRINCIPLE 8
Use encouragement. Make the fault seem
easy to correct.

9
MAKING PEOPLE GLAD TO DO
WHAT YOU WANT

Back in 1915, America was aghast. For more than a year,
the nations of Europe had been slaughtering one another
on a scale never before dreamed of in all the
bloody annals of mankind. Could peace be brought
about? No one knew. But Woodrow Wilson was determined
to try. He would send a personal representative,
a peace emissary, to counsel with the warlords of Europe.

William Jennings Bryan, secretary of state, Bryan, the
peace advocate, longed to go. He saw a chance to perform
a great service and make his name immortal. But
Wilson appointed another man, his intimate friend and
advisor Colonel Edward M. House; and it was House’s
thorny task to break the unwelcome news to Bryan without
giving him offense.

“Bryan was distinctly disappointed when he heard I
was to go to Europe as the peace emissary,” Colonel
House records in his diary. “He said he had planned to
do this himself . . .

"I replied that the President thought it would be unwise
for anyone to do this officially, and that his going
would attract a great deal of attention and people
would wonder why he was there. . . ."

You see the intimation? House practically told Bryan
that he was too important for the job - and Bryan was
satisfied.

Colonel House, adroit, experienced in the ways of the
world, was following one of the important rules of
human relations: Always make the other person happy
about doing the thing you suggest.

Woodrow Wilson followed that policy even when inviting
William Gibbs McAdoo to become a member of
his cabinet. That was the highest honor he could confer
upon anyone, and yet Wilson extended the invitation in
such a way as to make McAdoo feel doubly important.
Here is the story in McAdoo's own words: “He [Wilson]
said that he was making up his cabinet and that he would
be very glad if I would accept a place in it as Secretary
of the Treasury. He had a delightful way of putting
things; he created the impression that by accepting this
great honor I would be doing him a favor.”

Unfortunately, Wilson didn’t always employ such taut.
If he had, history might have been different. For example,
Wilson didn’t make the Senate and the Republican
Party happy by entering the United States in the League
of Nations. Wilson refused to take such prominent Republican
leaders as Elihu Root or Charles Evans Hughes
or Henry Cabot Lodge to the peace conference with
him. Instead, he took along unknown men from his own
party. He snubbed the Republicans, refused to let them
feel that the League was their idea as well as his, refused
to let them have a finger in the pie; and, as a result of
this crude handling of human relations, wrecked his own
career, ruined his health, shortened his life, caused
America to stay out of the League, and altered the history
of the world.

Statesmen and diplomats aren’t the only ones who use
this make-a-person-happy-yo-do-things-you-want-them-to-
do approach. Dale O. Ferrier of Fort Wayne, Indiana,
told how he encouraged one of his young children to
willingly do the chore he was assigned.

“One of Jeff’s chores was to pick up pears from under
the pear tree so the person who was mowing underneath
wouldn’t have to stop to pick them up. He didn’t like
this chore, and frequently it was either not done at all or
it was done so poorly that the mower had to stop and
pick up several pears that he had missed. Rather than
have an eyeball-to-eyeball confrontation about it, one
day I said to him: ‘Jeff, I’ll make a deal with you. For
every bushel basket full of pears you pick up, I’ll pay
you one dollar. But after you are finished, for every pear
I find left in the yard, I’ll take away a dollar. How does
that sound?’ As you would expect, he not only picked up
all of the pears, but I had to keep an eye on him to see
that he didn’t pull a few off the trees to fill up some of
the baskets.”

I knew a man who had to refuse many invitations to
speak, invitations extended by friends, invitations coming
from people to whom he was obligated; and yet he
did it so adroitly that the other person was at least contented
with his refusal. How did he do it? Not by merely
talking about the fact that he was too busy and too-this
and too-that. No, after expressing his appreciation of the
invitation and regretting his inability to accept it, he suggested
a substitute speaker. In other words, he didn’t
give the other person any time to feel unhappy about the
refusal, He immediately changed the other person’s
thoughts to some other speaker who could accept the
invitation.

Gunter Schmidt, who took our course in West Germany,
told of an employee in the food store he managed
who was negligent about putting the proper price tags
on the shelves where the items were displayed. This
caused confusion and customer complaints. Reminders,
admonitions, confrontations, with her about this did not
do much good. Finally, Mr. Schmidt called her into his
office and told her he was appointing her Supervisor of
Price Tag Posting for the entire store and she would be
responsible for keeping all of the shelves properly
tagged. This new responsibility and title changed her
attitude completely, and she fulfiled her duties satisfactorily
from then on.

Childish? Perhaps. But that is what they said to Napoleon
when he created the Legion of Honor and distributed
15,000 crosses to his soldiers and made
eighteen of his generals “Marshals of France” and called
his troops the “Grand Army.” Napoleon was criticized
for giving “toys” to war-hardened veterans, and Napoleon
replied, “Men are ruled by toys.”

This technique of giving titles and authority worked
for Napoleon and it will work for you. For example, a
friend of mine, Mrs. Ernest Gent of Scarsdale, New
York, was troubled by boys running across and destroying
her lawn. She tried criticism. She tried coaxing. Neither
worked. Then she tried giving the worst sinner in
the gang a title and a feeling of authority. She made him
her “detective” and put him in charge of keeping all
trespassers off her lawn. That solved her problem. Her
“detective” built a bonfire in the backyard, heated an
iron red hot, and threatened to brand any boy who
stepped on the lawn.

The effective leader should keep the following guidelines
in mind when it is necessary to change attitudes or
behavior:

1. Be sincere. Do not promise anything that you
cannot deliver. Forget about the benefits to yourself
and concentrate on the benefits to the other person.

2. Know exactly what it is you want the other person
to do.

3. Be empathetic. Ask yourself what is it the other
person really wants.

4. Consider the benefits that person will receive
from doing what you suggest.

5. Match those benefits to the other person’s wants.

6. When you make your request, put it in a form
that will convey to the other person the idea that he
personally will benefit. We could give a curt order like
this: " John, we have customers coming in tomorrow
and I need the stockroom cleaned out. So sweep it out,
put the stock in neat piles on the shelves and polish
the counter.” Or we could express the same idea by
showing John the benefits he will get from doing the
task: “John, we have a job that should be completed
right away. If it is done now, we won’t be faced with
it later. I am bringing some customers in tomorrow to
show our facilities. I would like to show them the
stockroom, but it is in poor shape. If you could sweep
it out, put the stock in neat piles on the shelves, and
polish the counter, it would make us look efficient and
you will have done your part to provide a good company
image.”

Will John be happy about doing what you suggest?
Probably not very happy, but happier than if you had not
pointed out the benefits. Assuming you know that John
has pride in the way his stockroom looks and is interested
in contributing to the company image, he will be
more likely to be cooperative. It also will have been
pointed out to John that the job would have to be done
eventually and by doing it now, he won’t be faced with
it later.

It is naïve to believe you will always get a favorable
reaction from other persons when you use these approaches,
but the experience of most people shows that
you are more likely to change attitudes this way than by
not using these principles - and if you increase your successes
by even a mere 10 percent, you have become 10
percent more effective as a leader than you were before
- and that is your benefit.

People are more likely to do what you would like them
to do when you use . . .

PRINCIPLE 9
Make the other person happy about doing
the thing you suggest.

In a Nutshell	
BE A LEADER

A leader’s job often includes changing your people’s
attitudes and behavior. Some suggestions to accomplish
this:

PRINCIPLE 1
Begin with praise and honest appreciation.

PRINCIPLE 2
Call attention to people’s mistakes indirectly.

PRINCIPLE 3
Talk about your own mistakes before criticizing the other
person.

PRINCIPLE 4
Ask questions instead of giving direct orders.

PRINCIPLE 5
Let the other person save face.

PRINCIPLE 6
Praise the slightest improvement and praise every
improvement. Be “hearty in your approbation and lavish in
your praise.”

PRINCIPLE 7
Give the other person a fine reputation to live up to.

PRINCIPLE 8
Use encouragement. Make the fault seem easy to correct.

PRINCIPLE 9
Make the other person happy about doing the thing you
suggest.

A Shortcut to
Distinction

by Lowell Thomas

This biographical information about Dale Carnegie was
written as an introduction to the original edition of
How to Win Friends and Influence People. It is reprinted
in this edition to give the readers additional
background on Dale Carnegie.

It was a cold January night in 1935, but the weather
couldn’t keep them away. Two thousand five hundred
men and women thronged into the grand ballroom of the
Hotel Pennsylvania in New York. Every available seat
was filled by half-past seven. At eight o’clock, the eager
crowd was still pouring in. The spacious balcony was
soon jammed. Presently even standing space was at a
premium, and hundreds of people, tired after navigating
a day in business, stood up for an hour and a half that
night to witness - what?

A fashion show?

A six-day bicycle race or a personal appearance by
Clark Gable?

No. These people had been lured there by a newspaper
ad. Two evenings previously, they had seen this
full-page announcement in the New York Sun staring
them in the face:

Learn to Speak Effectively
Prepare for Leadership

Old stuff? Yes, but believe it or not, in the most sophisticated
town on earth, during a depression with 20
percent of the population on relief, twenty-five hundred
people had left their homes and hustled to the hotel in
response to that ad.

The people who responded were of the upper economic
strata - executives, employers and professionals.

These men and women had come to hear the opening
gun of an ultramodern, ultrapractical course in “Effective
Speaking and Influencing Men in Business”- a
course given by the Dale Carnegie Institute of Effective
Speaking and Human Relations.

Why were they there, these twenty-five hundred business
men and women?

Because of a sudden hunger for more education because
of the depression?

Apparently not, for this same course had been playing
to packed houses in New York City every season for the
preceding twenty-four years. During that time, more
than fifteen thousand business and professional people
had been trained by Dale Carnegie. Even large, skeptical,
conservative organizations such as the Westinghouse
Electric Company, the McGraw-Hill Publishing
Company, the Brooklyn Union Gas Company, the
Brooklyn Chamber of Commerce, the American Institute
of Electrical Engineers and the New York Telephone
Company have had this training conducted in
their own offices for the benefit of their members and
executives.

The fact that these people, ten or twenty years after
leaving grade school, high school or college, come and
take this training is a glaring commentary on the shocking
deficiencies of our educational system.

What do adults really want to study?  That is an important
question; and in order to answer it, the University
of Chicago, the American Association for Adult Education,
and the United Y.M.C.A. Schools made a survey
over a two-year period.

That survey revealed that the prime interest of adults
is health. It also revealed that their second interest is in
developing skill in human relationships - they want to
learn the technique of getting along with and influencing
other people. They don’t want to become public
speakers, and they don’t want to listen to a lot of high
sounding talk about psychology; they want suggestions
they can use immediately in business, in social contacts
and in the home.

So that was what adults wanted to study, was it?

“All right,” said the people making the survey. "Fine.
If that is what they want, we’ll give it to them.”

Looking around for a textbook, they discovered that
no working manual had ever been written to help people
solve their daily problems in human relationships.

Here was a fine kettle of fish! For hundreds of years,
learned volumes had been written on Greek and Latin
and higher mathematics - topics about which the average
adult doesn’t give two hoots. But on the one subject
on which he has a thirst for knowledge, a veritable passion
for guidance and help - nothing!

This explained the presence of twenty-five hundred
eager adults crowding into the grand ballroom of the
Hotel Pennsylvania in response to a newspaper advertisement.
Here, apparently, at last was the thing for
which they had long been seeking.

Back in high school and college, they had pored over
books, believing that knowledge alone was the open sesame
to financial - and professional rewards.

But a few years in the rough-and-tumble of business
and professional life had brought sharp dissillusionment.
They had seen some of the most important business
successes won by men who possessed, in addition
to their knowledge, the ability to talk well, to win people
to their way of thinking, and to "sell" themselves and
their ideas.

They soon discovered that if one aspired to wear the
captain’s cap and navigate the ship of business, personality
and the ability to talk are more important than a
knowledge of Latin verbs or a sheepskin from Harvard.

The advertisement in the New York Sun promised that
the meeting would be highly entertaining. It was.
Eighteen people who had taken the course were marshaled
in front of the loudspeaker - and fifteen of them
were given precisely seventy-five seconds each to tell
his or her story. Only seventy-five seconds of talk, then
“bang” went the gavel, and the chairman shouted,
“Time! Next speaker!”

The affair moved with the speed of a herd of buffalo
thundering across the plains. Spectators stood for an
hour and a half to watch the performance.

The speakers were a cross section of life: several sales
representatives, a chain store executive, a baker, the
president of a trade association, two bankers, an insurance
agent, an accountant, a dentist, an architect, a druggist
who had come from Indianapolis to New York to
take the course, a lawyer who had come from Havana in
order to prepare himself to give one important three-minute
speech.

The first speaker bore the Gaelic name Patrick J.
O'Haire. Born in Ireland, he attended school for only
four years, drifted to America, worked as a mechanic,
then as a chauffeur.

Now, however, he was forty, he had a growing family
and needed more money, so he tried selling trucks. Suffering
from an inferiority complex that, as he put it, was
eating his heart out, he had to walk up and down in front
of an office half a dozen times before he could summon
up enough courage to open the door. He was so discouraged
as a salesman that he was thinking of going back to
working with his hands in a machine shop, when one
day he received a letter inviting him to an organization
meeting of the Dale Carnegie Course in Effective
Speaking.

He didn’t want to attend. He feared he would have to
associate with a lot of college graduates, that he would
be out of place.

His despairing wife insisted that he go, saying, “It
may do you some good, Pat. God knows you need it.”
He went down to the place where the meeting was to be
held and stood on the sidewalk for five minutes before
he could generate enough self-confidence to enter the
room.

The first few times he tried to speak in front of the
others, he was dizzy with fear. But as the weeks drifted
by, he lost all fear of audiences and soon found that he
loved to talk - the bigger the crowd, the better. And he
also lost his fear of individuals and of his superiors. He
presented his ideas to them, and soon he had been advanced
into the sales department. He had become a valued
and much liked member of his company. This night,
in the Hotel Pennsylvania, Patrick O'Haire stood in front
of twenty-five hundred people and told a gay, rollicking
story of his achievements. Wave after wave of laughter
swept over the audience. Few professional speakers
could have equaled his performance.

The next speaker, Godfrey Meyer, was a gray-headed
banker, the father of eleven children. The first time he
had attempted to speak in class, he was literally struck
dumb. His mind refused to function. His story is a vivid
illustration of how leadership gravitates to the person
who can talk.

He worked on Wall Street, and for twenty-five years
he had been living in Clifton, New Jersey. During that
time, he had taken no active part in community affairs
and knew perhaps five hundred people.

Shortly after he had enrolled in the Carnegie course,
he received his tax bill and was infuriated by what he
considered unjust charges. Ordinarily, he would have
sat at home and fumed, or he would have taken it out in
grousing to his neighbors. But instead, he put on his hat
that night, walked into the town meeting, and blew off
steam in public.

As a result of that talk of indignation, the citizens of
Clifton, New Jersey, urged him to run for the town council.
So for weeks he went from one meeting to another,
denouncing waste and municipal extravagance.

There were ninety-six candidates in the field. When
the ballots were counted, lo, Godfrey Meyer’s name led
all the rest. Almost overnight, he had become a public
figure among the forty thousand people in his community.
As a result of his talks, he made eighty times more
friends in six weeks than he had been able to previously
in twenty-five years.

And his salary as councilman meant that he got a return
of 1,000 percent a year on his investment in the
Carnegie course.

The third speaker, the head of a large national association
of food manufacturers, told how he had been unable
to stand up and express his ideas at meetings of a
board of directors.

As a result of learning to think on his feet, two astonishing
things happened. He was soon made president of
his association, and in that capacity, he was obliged to
address meetings all over the United States. Excerpts
from his talks were put on the Associated Press wires
and printed in newspapers and trade magazines
throughout the country.

In two years, after learning to speak more effectively,
he received more free publicity for his company and its
products than he had been able to get previously with a
quarter of a million dollars spent in direct advertising.
This speaker admitted that he had formerly hesitated to
telephone some of the more important business executives
in Manhattan and invite them to lunch with him.
But as a result of the prestige he had acquired by his
talks, these same people telephoned him and invited
him to lunch and apologized to him for encroaching on
his time.

The ability to speak is a shortcut to distinction. It puts
a person in the limelight, raises one head and shoulders
above the crowd. And the person who can speak acceptably
is usually given credit for an ability out of all proportion
to what he or she really possesses.

A movement for adult education has been sweeping
over the nation; and the most spectacular force in that
movement was Dale Carnegie, a man who listened to
and critiqued more talks by adults than has any other
man in captivity. According to a cartoon by "Believe-It-or-
Not” Ripley, he had criticized 150,000 speeches. If
that grand total doesn’t impress you, remember that it
meant one talk for almost every day that has passed since
Columbus discovered America. Or, to put it in other
words, if all the people who had spoken before him had
used only three minutes and had appeared before him
in succession, it would have taken ten months, listening
day and night, to hear them all.

Dale Carnegie’s own career, filled with sharp contrasts,
was a striking example of what a person can accomplish
when obsessed with an original idea and afire
with enthusiasm.

Born on a Missouri farm ten miles from a railway, he
never saw a streetcar until he was twelve years old; yet
by the time he was forty-six, he was familiar with the far-flung
corners of the earth, everywhere from Hong Kong
to Hammerfest; and, at one time, he approached closer
to the North Pole than Admiral Byrd’s headquarters at
Little America was to the South Pole.

This Missouri lad who had once picked strawberries
and cut cockleburs for five cents an hour became the
highly paid trainer of the executives of large corporations
in the art of self-expression.

This erstwhile cowboy who had once punched cattle
and branded calves and ridden fences out in western
South Dakota later went to London to put on shows
under the patronage of the royal family.

This chap who was a total failure the first half-dozen
times he tried to speak in public later became my personal
manager. Much of my success has been due to
training under Dale Carnegie.

Young Carnegie had to struggle for an education, for
hard luck was always battering away at the old farm in
northwest Missouri with a flying tackle and a body slam.
Year after year, the “102” River rose and drowned the
corn and swept away the hay. Season after season, the
fat hogs sickened and died from cholera, the bottom fell
out of the market for cattle and mules, and the bank
threatened to foreclose the mortgage.

Sick with discouragement, the family sold out and
bought another farm near the State Teachers’ College at
Warrensburg, Missouri. Board and room could be had in
town for a dollar a day, but young Carnegie couldn’t
afford it. So he stayed on the farm and commuted on
horseback three miles to college each day. At home, he
milked the cows, cut the wood, fed the hogs, and studied
his Latin verbs by the light of a coal-oil lamp until his
eyes blurred and he began to nod.

Even when he got to bed at midnight, he set the alarm
for three o’clock. His father bred pedigreed Duroc-Jersey
hogs - and there was danger, during the bitter
cold nights, that the young pigs would freeze to death;
so they were put in a basket, covered with a gunny sack,
and set behind the kitchen stove. True to their nature,
the pigs demanded a hot meal at 3 A.M. So when the
alarm went off, Dale Carnegie crawled out of the blankets,
took the basket of pigs out to their mother, waited
for them to nurse, and then brought them back to the
warmth of the kitchen stove.

There were six hundred students in State Teachers’
College, and Dale Carnegie was one of the isolated half-dozen
who couldn’t afford to board in town. He was
ashamed of the poverty that made it necessary for him to
ride back to the farm and milk the cows every night. He
was ashamed of his coat, which was too tight, and his
trousers, which were too short. Rapidly developing an
inferiority complex, he looked about for some shortcut
to distinction. He soon saw that there were certain
groups in college that enjoyed influence and prestige - the
football and baseball players and the chaps who won
the debating and public-speaking contests.

Realizing that he had no flair for athletics, he decided
to win one of the speaking contests. He spent months
preparing his talks. He practiced as he sat in the saddle
galloping to college and back; he practiced his speeches
as he milked the cows; and then he mounted a bale of
hay in the barn and with great gusto and gestures harangued
the frightened pigeons about the issues of the
day.

But in spite of all his earnestness and preparation, he
met with defeat after defeat. He was eighteen at the time
- sensitive and proud. He became so discouraged, so
depressed, that he even thought of suicide. And then
suddenly he began to win, not one contest, but every
speaking contest in college.

Other students pleaded with him to train them; and
they won also.

After graduating from college, he started selling 
correspondence courses to the ranchers among the sand
hills of western Nebraska and eastern Wyoming. In spite
of all his boundless energy and enthusiasm, he couldn’t
make the grade. He became so discouraged that he went
to his hotel room in Alliance, Nebraska, in the middle of
the day, threw himself across the bed, and wept in despair.
He longed to go back to college, he longed to
retreat from the harsh battle of life; but he couldn’t. So
he resolved to go to Omaha and get another job. He
didn’t have the money for a railroad ticket, so he traveled
on a freight train, feeding and watering two carloads of
wild horses in return for his passage, After landing in
south Omaha, he got a job selling bacon and soap and
lard for Armour and Company. His territory was up
among the Badlands and the cow and Indian country of
western South Dakota. He covered his territory by
freight train and stage coach and horseback and slept in
pioneer hotels where the only partition between the
rooms was a sheet of muslin. He studied books on salesmanship,
rode bucking bronchos, played poker with the
Indians, and learned how to collect money. And when,
for example, an inland storekeeper couldn’t pay cash for
the bacon and hams he had ordered, Dale Carnegie
would take a dozen pairs of shoes off his shelf, sell the
shoes to the railroad men, and forward the receipts to
Armour and Company.

He would often ride a freight train a hundred miles a
day. When the train stopped to unload freight, he would
dash uptown, see three or four merchants, get his orders;
and when the whistle blew, he would dash down the
street again lickety-split and swing onto the train while
it was moving.

Within two years, he had taken an unproductive territory
that had stood in the twenty-fifth place and had
boosted it to first place among all the twenty-nine car
routes leading out of south Omaha. Armour and Company
offered to promote him, saying: “You have
achieved what seemed impossible.” But he refused the
promotion and resigned, went to New York, studied at
the American Academy of Dramatic Arts, and toured the
country, playing the role of Dr. Hartley in Polly of the
Circus.

He would never be a Booth or a Barrymore. He had
the good sense to recognize that, So back he went to
sales work, selling automobiles and trucks for the Packard
Motor Car Company.

He knew nothing about machinery and cared nothing
about it. Dreadfully unhappy, he had to scourge himself
to his task each day. He longed to have time to study, to
write the books he had dreamed about writing back in
college. So he resigned. He was going to spend his days
writing stories and novels and support himself by teaching
in a night school.

Teaching what? As he looked back and evaluated his
college work, he saw that his training in public speaking
had done more to give him confidence, courage, poise
and the ability to meet and deal with people in business
than had all the rest of his college courses put together,
So he urged the Y.M.C.A. schools in New York to give
him a chance to conduct courses in public speaking for
people in business.

What? Make orators out of business people? Absurd.
The Y.M.C.A. people knew. They had tried such courses
-and they had always failed. When they refused to pay
him a salary of two dollars a night, he agreed to teach on
a commission basis and take a percentage of the net profits
-if there were any profits to take. And inside of three
years they were paying him thirty dollars a night on that
basis - instead of two.

The course grew. Other "Ys" heard of it, then other
cities. Dale Carnegie soon became a glorified circuit
rider covering New York, Philadelphia, Baltimore and
later London and Paris. All the textbooks were too academic
and impractical for the business people who
flocked to his courses. Because of this he wrote his own
book entitled Public Speaking and Influencing Men in
Business. It became the official text of all the Y.M.C.A.s
as well as of the American Bankers’ Association and the
National Credit Men’s Association.

Dale Carnegie claimed that all people can talk when
they get mad. He said that if you hit the most ignorant
man in town on the jaw and knock him down, he would
get on his feet and talk with an eloquence, heat and
emphasis that would have rivaled that world famous orator
William Jennings Bryan at the height of his career.
He claimed that almost any person can speak acceptably
in public if he or she has self-confidence and an idea
that is boiling and stewing within.

The way to develop self-confidence, he said, is to do
the thing you fear to do and get a record of successful
experiences behind you. So he forced each class member
to talk at every session of the course. The audience
is sympathetic. They are all in the same boat; and, by
constant practice, they develop a courage, confidence
and enthusiasm that carry over into their private speaking.

Dale Carnegie would tell you that he made a living all
these years, not by teaching public speaking - that was
incidental. His main job was to help people conquer
their fears and develop courage.

He started out at first to conduct merely a course in
public speaking, but the students who came were business
men and women. Many of them hadn’t seen the
inside of a classroom in thirty years. Most of them were
paying their tuition on the installment plan. They
wanted results and they wanted them quick - results
that they could use the next day in business interviews
and in speaking before groups.

So he was forced to be swift and practical. Consequently,
he developed a system of training that is
unique - a striking combination of public speaking,
salesmanship, human relations and applied psychology.

A slave to no hard-and-fast rules, he developed a
course that is as real as the measles and twice as much
fun.

When the classes terminated, the graduates formed
clubs of their own and continued to meet fortnightly for
years afterward. One group of nineteen in Philadelphia
met twice a month during the winter season for seventeen
years. Class members frequently travel fifty or a
hundred miles to attend classes. One student used to
commute each week from Chicago to New York.
Professor William James of Harvard used to say that
the average person develops only 10 percent of his latent
mental ability. Dale Carnegie, by helping business men
and women to develop their latent possibilities, created
one of the most significant movements in adult education

LOWELL THOMAS
1936

THE DALE CARNEGIE COURSES

THE DALE CARNEGIE COURSE IN
EFFECTIVE SPEAKING AND HUMAN RELATIONS

Probably the most popular program ever offered in developing
better interpersonal relations, this course is designed to
develop self-confidence, the ability to get along with others
in one’s family and in social and occupational relations, to
increase ability to communicate ideas, to build positive attitudes,
increase enthusiasm, reduce tension and anxiety and to
increase one’s enjoyment of life. Not only do many thousands
of individuals enroll in this course each year, but it has been
used by companies, government agencies and other organizations
to develop the potential of their people.

THE DALE CARNEGIE SALES COURSE

This in-depth participative program is designed to help persons
currently engaged in sales or sales management to become
more professional and successful in their careers. It
covers the vital but little understood element of customer motivation
and its application to any product or service that is
being sold. Salespeople are put on the firing line of actual
sales situations and learn to use motivational selling methods.

THE DALE CARNEGIE MANAGEMENT SEMINAR

This program sets forth the Dale Carnegie principles of
human relations and applies them to business. The importance
of balancing results attained with the development of
people-potential to assure long-term growth and profit is highlighted.
Participants construct their own position descriptions
and learn how to stimulate creativity in their people, motivate,
delegate and communicate, as well as solve problems and
make decisions in a systematic manner. Application of these
principles to each person’s own job is emphasized.

If you are interested in any of these courses, details on
when and where they are offered in your community can
be obtained by writing to:

Dale Carnegie & Associates, Inc.
1475 Franklin Ave.
Garden City, N.Y. 11530

OTHER BOOKS

How to Stop Worrying & Start Living by Dale Carnegie
A practical, concrete, easy-to-read, inspiring handbook on
conquering work and fears.
Simon & Schuster, 1230 Ave. of the Americas, N.Y.C
10020

Lincoln the Unknown by Dale Carnegie
A fascinating story of little-known facts and insights about
this great American.
Dale Carnegie & Associates, Inc., 1475 Franklin Ave.,
Garden City, N.Y. 11530

The Quick and Easy Way to Effective Speaking by Dorothy
Carnegie
Principles and practical implementation of expressing one-self
before groups of people.
Dale Carnegie & Associates, Inc., 1475 Franklin Ave.,
Garden City, N.Y. 11530

The Dale Carnegie Scrapbook edited by Dorothy Carnegie
A collection of quotations that Dale Carnegie found inspirational
interspersed with nuggets from his own writings.
Simon & Schuster, 1230 Ave. of the Americas, N.Y.C.
10020

Don’t Grow Old-Grow Up by Dorothy Carnegie
How to stay young in spirit as you grow older.
Dale Carnegie & Associates, Inc., 1475 Franklin Ave.,
Garden City, N.Y. 11530

Managing Through People by Dale Carnegie & Associates,
Inc
The application of Dale Carnegie’s principles of good
human relations to effective management.
Simon & Schuster, 1230 Ave. of the Americas, N.Y.C.
10020

Enrich Your Life, The Dale Carnegie Way by Arthur R. Pell,
Ph.D.
An inspirational and exciting narrative. Tells how people
from all walks of life have applied the principles that Dale
Carnegie and his successors have taught and, as a result,
have made their lives more satisfactory and fulfilling.
Dale Carnegie & Associates, Inc., 1475 Franklin Ave.,
Garden City, N.Y. 11530