authors
data
Product: Book
ISBN-10: 0-671-02703-4
ISBN-13: 9780671027032
Publisher: Pocket
Country:
Year: October 1, 1998
Edition: Reprint
Size: 13.21 x 20.83 x 1.78cm
Number of pages: 288
Weight: 431gr
Binding: Paperback
ISBN-10: 0-671-02703-4
ISBN-13: 9780671027032
Publisher: Pocket
Country:
Year: October 1, 1998
Edition: Reprint
Size: 13.21 x 20.83 x 1.78cm
Number of pages: 288
Weight: 431gr
Binding: Paperback
editions
Dale Carnegie, Andrew MacMillan (reader)
Simon & Schuster; 1998
Audio Cassette
Dale Carnegie, Andrew MacMillan (reader), Andrew Macmillian (reader)
Simon & Schuster; 1999
Audio CD
order
description
Amazon.com Review
This grandfather of all people-skills books was first published in 1937. It was an overnight hit, eventually selling 15 million copies. How to Win Friends and Influence People is just as useful today as it was when it was first published, because Dale Carnegie had an understanding of human nature that will never be outdated. Financial success, Carnegie believed, is due 15 percent to professional knowledge and 85 percent to »the ability to express ideas, to assume leadership, and to arouse enthusiasm among people.« He teaches these skills through underlying principles of dealing with people so that they feel important and appreciated. He also emphasizes fundamental techniques for handling people without making them feel manipulated. Carnegie says you can make someone want to do what you want them to by seeing the situation from the other person's point of view and »arousing in the other person an eager want.« You learn how to make people like you, win people over to your way of thinking, and change people without causing offense or arousing resentment. For instance, »let the other person feel that the idea is his or hers,« and »talk about your own mistakes before criticizing the other person.« Carnegie illustrates his points with anecdotes of historical figures, leaders of the business world, and everyday folks. --Joan Price
This grandfather of all people-skills books was first published in 1937. It was an overnight hit, eventually selling 15 million copies. How to Win Friends and Influence People is just as useful today as it was when it was first published, because Dale Carnegie had an understanding of human nature that will never be outdated. Financial success, Carnegie believed, is due 15 percent to professional knowledge and 85 percent to »the ability to express ideas, to assume leadership, and to arouse enthusiasm among people.« He teaches these skills through underlying principles of dealing with people so that they feel important and appreciated. He also emphasizes fundamental techniques for handling people without making them feel manipulated. Carnegie says you can make someone want to do what you want them to by seeing the situation from the other person's point of view and »arousing in the other person an eager want.« You learn how to make people like you, win people over to your way of thinking, and change people without causing offense or arousing resentment. For instance, »let the other person feel that the idea is his or hers,« and »talk about your own mistakes before criticizing the other person.« Carnegie illustrates his points with anecdotes of historical figures, leaders of the business world, and everyday folks. --Joan Price
Product Description
YOU CAN GO AFTER THE JOB YOU WANT … AND GET IT! YOU CAN TAKE THE JOB YOU HAVE … AND IMPROVE IT! YOU CAN TAKE ANY SITUATION YOU'RE IN … AND MAKE IT WORK FOR YOU!
For more than sixty years the rock-solid, time-tested advice in this book has carried thousands of now famous people up the ladder of success in their business and personal lives.
Now this previously revised and updated bestseller is available in trade paperback for the first time to help you achieve your maximum potential throughout the next century! Learn:
* THREE FUNDAMENTAL TECHNIQUES IN HANDLING PEOPLE * THE SIX WAYS TO MAKE PEOPLE LIKE YOU * THE TWELVE WAYS TO WIN PEOPLE TO YOUR WAY OF THINKING * THE NINE WAYS TO CHANGE PEOPLE WITHOUT AROUSING RESENTMENT
reviews
A Classic Self-Help Book from 1937 
While this book was first published in 1937 (revised in 1981) it is still very relevant today. The only issue I had with the book was the dated examples. It will be difficult for most readers to relate to the stories told throughout the book. The author also suggests that you read each chapter twice and continue to read the book until you have mastered the principles in each chapter. As someone who reads a ton of book I can say that the points come across very easily and there is no need to read the book a second time. The conversational style is easy to read and the main points are reiterated at the end of each chapter. By reading this book you will realize what people really want to hear. This will however require you to have some interest in the people you are talking to. Most of the principles will come naturally to you if you genuinely love people and have their best interest at heart. A lot of the advice is simply about being polite and acting in a loving manner. This book is filled with practical ideas you can put into practice immediately. It should not be difficult to smile more, say people's names, give someone your rapt attention, listen intently, make a person feel important or avoid arguments. While the first chapter indicates that you should not criticize, condemn or complain there is a chapter on how to criticize without being hated for it. Managers will especially enjoy the fourth section of the book that talks about how to change people without being offensive. While reading this classic book I did think of one of my friendships in which I do mostly everything right. When you love a person you will naturally do many of the things in this book. I have also been careless with friendships in the past and didn't follow some of the ideas in this book. You can easily lose a friendship by criticizing or even stating some small complaint. So by looking at your own life you can prove the ideas to be correct or incorrect in a matter of minutes. I'd recommend this book to anyone who wants to get ahead in business or wants to improve their relationships with people they deal with on a continual basis. The advice in this book will save you a lot of trouble and will make your life more enjoyable. After hearing about this book for years I'm glad I finally read it. ~The Rebecca Review
While this book was first published in 1937 (revised in 1981) it is still very relevant today. The only issue I had with the book was the dated examples. It will be difficult for most readers to relate to the stories told throughout the book. The author also suggests that you read each chapter twice and continue to read the book until you have mastered the principles in each chapter. As someone who reads a ton of book I can say that the points come across very easily and there is no need to read the book a second time. The conversational style is easy to read and the main points are reiterated at the end of each chapter. By reading this book you will realize what people really want to hear. This will however require you to have some interest in the people you are talking to. Most of the principles will come naturally to you if you genuinely love people and have their best interest at heart. A lot of the advice is simply about being polite and acting in a loving manner. This book is filled with practical ideas you can put into practice immediately. It should not be difficult to smile more, say people's names, give someone your rapt attention, listen intently, make a person feel important or avoid arguments. While the first chapter indicates that you should not criticize, condemn or complain there is a chapter on how to criticize without being hated for it. Managers will especially enjoy the fourth section of the book that talks about how to change people without being offensive. While reading this classic book I did think of one of my friendships in which I do mostly everything right. When you love a person you will naturally do many of the things in this book. I have also been careless with friendships in the past and didn't follow some of the ideas in this book. You can easily lose a friendship by criticizing or even stating some small complaint. So by looking at your own life you can prove the ideas to be correct or incorrect in a matter of minutes. I'd recommend this book to anyone who wants to get ahead in business or wants to improve their relationships with people they deal with on a continual basis. The advice in this book will save you a lot of trouble and will make your life more enjoyable. After hearing about this book for years I'm glad I finally read it. ~The Rebecca Review
Timeless advice if taken with thought. 
I originally picked this book up on a lark, because I thought from the title that it would be full of the most terrible manipulative thinking and would be great fun to pick apart. Well, six years after getting the book, I'm still reading it at least twice a year. It's that good. There are a lot of criticisms of the book that I sort of shake my head at. I can't really comment on this version of the book, seeing as how I have a pre-1981 edition; in 1981, two whole sections of this book were cut out and other edits may have been made. But I would like to address two criticisms in particular--or rather give some food for thought. 1. People say this book advocates you being a doormat. I can see how people would have gotten this impression, to a certain extent, especially if they dropped the book halfway through (which is their right, if they feel the book is not worthwhile). If your entire set of interactions with people involves simply agreeing with everything they say, then I say you have good reason to feel like you are being treated like a doormat. However, Carnegie devoted a whole section--the last section, in the 1981 edition--to techniques for criticizing people without causing offense. It is possible and in fact entirely healthy to find ways to make your views known (even if they're not flattering views) without giving offense. The book teaches you how in the section »How to Change People Without Giving Offense or Arousing Resentment.« My advice is that if you start getting frustrated because the book is making you feel like you have to be a doormat, please skip to that section and give it a read. If you still feel as if you're required to be something you would rather not be, then by all means drop the book. I will tell you that I faithfully follow the precepts in this book and still manage to make my opinion heard in such a way that I feel like I am able to make corrections and state the truth--but I can do it without giving offense thanks to the techniques in this book. 2. This book advocates you not being honest. I can tell you from reading the book that there are one or two anecdotes that talk about people who have lied to get their way. I don't approve of lying. However--the main thrust of the book is not about lying or manipulating, and Carnegie made it clear that if you don't practice these techniques with a sincere heart that you will meet with failure (which is correct and good, because nobody likes a flatterer). There are two anecdotes where people lie that I can think of in the book, so I'd like to address these two. The first is that at a dinner party, someone says »Don't correct the people; they don't like that.« In that context, I actually agree with this advice--but only in that context, and here's why. Carnegie (in the story) originally baldly came out and said »sir, you are wrong. This is how it is.« And you should never ever ever EVER do that. INSTEAD, you should say »I thought it that this was the case, not that.« So, for example, if someone quotes something as being in the Bible and you know it's from Shakespeare, you never say »You're wrong; that's from Shakespeare.« You say, »I thought that was from Shakespeare; but perhaps I'm wrong.« The best part is that this is entirely right, and true. You do think it's from Shakespeare, and you could perhaps be wrong (you're not automatically right you know!). This opens the door for friendly debate instead of causing you to fruitlessly butt heads with someone! Carnegie advocates this technique in the very next chapter. The second story involves a man who lies and says that he will say his singer has a bad cold before the singer goes onstage. Now, there are two things that I want to point out here. The first is that this is for business, not interpersonal relations. You cannot always be 100% honest in the workplace; instead of being able to tell a customer exactly what you think, you must be diplomatic and follow your company's policy. This doesn't really apply to the above because the man is high up enough that he can afford to be honest. But, it bears mentioning. The second is that if you don't like the advice given, then you don't have to follow it. Think about what you're taking in and don't follow it off a cliff! There are plenty of ways that you can be honest in most business dealings. You don't have to sacrifice your integrity. 3. This book would have you fake interest in people's hobbies and interests in order to make them like you. I would like to quote from the book, if that's okay. Carnegie is talking here about speaking with a botanist at a party, and at his surprise at being called an excellent conversationalist when all he did was listen. He accounts for it like so: »I had done this: I had listened intently. I had listened because I was genuinely interested. [ … ] I went even further than giving him rapt attention. I was 'hearty in my approbation and lavish in my praise.' I told him I had been immensely entertained and instructed--and I had. I told him I wished that I had his knowledge--and I do. I told him I should love to wander the fields with him--and I should. I told him I must see him again--and I must. And so I had him thinking of me as a good conversationalist when, in reality, I had been merely a good listener and encouraged him to talk.« Now, if you were expected to listen to every person with the same rapt attention, I can see how you would feel like Carnegie's advice was insincere. But--here's the thing--you aren't required to do that. You can choose your friends, and you can choose which people you listen to. If you don't want to be friends with someone, you don't have to win him as a friend. So take the advice, but don't run off a cliff with it! Don't feel like you have to be this way to everyone, because you don't! 4. Some people will still take advantage of you even if you are nice and use these techniques. Again, don't run off the cliff with Mr. Carnegie's advice. If you have determined that someone isn't worth talking to, then by all means don't talk to him or her. There are some customers and people that aren't worth the trouble. If you keep these things in mind while reading the book, I think you'll enjoy it very much and get a lot of help out of it. I do recommend getting the pre-1981 edition if you can (Amazon sells hardback copies of it, actually). But then, I always recommend reading books unabridged, so take this with a grain of salt.
I originally picked this book up on a lark, because I thought from the title that it would be full of the most terrible manipulative thinking and would be great fun to pick apart. Well, six years after getting the book, I'm still reading it at least twice a year. It's that good. There are a lot of criticisms of the book that I sort of shake my head at. I can't really comment on this version of the book, seeing as how I have a pre-1981 edition; in 1981, two whole sections of this book were cut out and other edits may have been made. But I would like to address two criticisms in particular--or rather give some food for thought. 1. People say this book advocates you being a doormat. I can see how people would have gotten this impression, to a certain extent, especially if they dropped the book halfway through (which is their right, if they feel the book is not worthwhile). If your entire set of interactions with people involves simply agreeing with everything they say, then I say you have good reason to feel like you are being treated like a doormat. However, Carnegie devoted a whole section--the last section, in the 1981 edition--to techniques for criticizing people without causing offense. It is possible and in fact entirely healthy to find ways to make your views known (even if they're not flattering views) without giving offense. The book teaches you how in the section »How to Change People Without Giving Offense or Arousing Resentment.« My advice is that if you start getting frustrated because the book is making you feel like you have to be a doormat, please skip to that section and give it a read. If you still feel as if you're required to be something you would rather not be, then by all means drop the book. I will tell you that I faithfully follow the precepts in this book and still manage to make my opinion heard in such a way that I feel like I am able to make corrections and state the truth--but I can do it without giving offense thanks to the techniques in this book. 2. This book advocates you not being honest. I can tell you from reading the book that there are one or two anecdotes that talk about people who have lied to get their way. I don't approve of lying. However--the main thrust of the book is not about lying or manipulating, and Carnegie made it clear that if you don't practice these techniques with a sincere heart that you will meet with failure (which is correct and good, because nobody likes a flatterer). There are two anecdotes where people lie that I can think of in the book, so I'd like to address these two. The first is that at a dinner party, someone says »Don't correct the people; they don't like that.« In that context, I actually agree with this advice--but only in that context, and here's why. Carnegie (in the story) originally baldly came out and said »sir, you are wrong. This is how it is.« And you should never ever ever EVER do that. INSTEAD, you should say »I thought it that this was the case, not that.« So, for example, if someone quotes something as being in the Bible and you know it's from Shakespeare, you never say »You're wrong; that's from Shakespeare.« You say, »I thought that was from Shakespeare; but perhaps I'm wrong.« The best part is that this is entirely right, and true. You do think it's from Shakespeare, and you could perhaps be wrong (you're not automatically right you know!). This opens the door for friendly debate instead of causing you to fruitlessly butt heads with someone! Carnegie advocates this technique in the very next chapter. The second story involves a man who lies and says that he will say his singer has a bad cold before the singer goes onstage. Now, there are two things that I want to point out here. The first is that this is for business, not interpersonal relations. You cannot always be 100% honest in the workplace; instead of being able to tell a customer exactly what you think, you must be diplomatic and follow your company's policy. This doesn't really apply to the above because the man is high up enough that he can afford to be honest. But, it bears mentioning. The second is that if you don't like the advice given, then you don't have to follow it. Think about what you're taking in and don't follow it off a cliff! There are plenty of ways that you can be honest in most business dealings. You don't have to sacrifice your integrity. 3. This book would have you fake interest in people's hobbies and interests in order to make them like you. I would like to quote from the book, if that's okay. Carnegie is talking here about speaking with a botanist at a party, and at his surprise at being called an excellent conversationalist when all he did was listen. He accounts for it like so: »I had done this: I had listened intently. I had listened because I was genuinely interested. [ … ] I went even further than giving him rapt attention. I was 'hearty in my approbation and lavish in my praise.' I told him I had been immensely entertained and instructed--and I had. I told him I wished that I had his knowledge--and I do. I told him I should love to wander the fields with him--and I should. I told him I must see him again--and I must. And so I had him thinking of me as a good conversationalist when, in reality, I had been merely a good listener and encouraged him to talk.« Now, if you were expected to listen to every person with the same rapt attention, I can see how you would feel like Carnegie's advice was insincere. But--here's the thing--you aren't required to do that. You can choose your friends, and you can choose which people you listen to. If you don't want to be friends with someone, you don't have to win him as a friend. So take the advice, but don't run off a cliff with it! Don't feel like you have to be this way to everyone, because you don't! 4. Some people will still take advantage of you even if you are nice and use these techniques. Again, don't run off the cliff with Mr. Carnegie's advice. If you have determined that someone isn't worth talking to, then by all means don't talk to him or her. There are some customers and people that aren't worth the trouble. If you keep these things in mind while reading the book, I think you'll enjoy it very much and get a lot of help out of it. I do recommend getting the pre-1981 edition if you can (Amazon sells hardback copies of it, actually). But then, I always recommend reading books unabridged, so take this with a grain of salt.
A book of concepts you may know, but just don't use.
How to Win Friends and Influence People is a more nicer version of »48 Laws of Power«. It is full of helpful insights about how to get along with others and make friends (avoiding arguments, smiling, making others feel important, learning what interest others, actively listening, not criticizing others, allowing others to believe they are correct when they aren't, etc). It basically covers all of the basic skills that you learned as a child, and that your parents taught you, but over the years have chosen not to follow for whatever reason. This book is pure common sense knowledge, and yes by following these rules you may win friends, but you may also loose something as well … »Yourself«, by trying too hard to please others. In conclusion, this is a good self help book for dealing with colleagues, and new aqcuaintances.
How to Win Friends and Influence People is a more nicer version of »48 Laws of Power«. It is full of helpful insights about how to get along with others and make friends (avoiding arguments, smiling, making others feel important, learning what interest others, actively listening, not criticizing others, allowing others to believe they are correct when they aren't, etc). It basically covers all of the basic skills that you learned as a child, and that your parents taught you, but over the years have chosen not to follow for whatever reason. This book is pure common sense knowledge, and yes by following these rules you may win friends, but you may also loose something as well … »Yourself«, by trying too hard to please others. In conclusion, this is a good self help book for dealing with colleagues, and new aqcuaintances.
Classic. Always helpful information. Reread it.
As a manager, the material in this book helps me to better work with people. If you are not careful, you can forget many of the important concepts and skills presented, so it is good to go back and reread this book sometimes. Put it on a shelf nearby. Old but classic. Give it to those you love to help them get along. And never forget to get and gift to others, my all time favorite book and recommendation Effortless Wellbeing: The Missing Ingredients for Authentic Wellness. Life changing and helps with overall wellness and people reading and skills too.
As a manager, the material in this book helps me to better work with people. If you are not careful, you can forget many of the important concepts and skills presented, so it is good to go back and reread this book sometimes. Put it on a shelf nearby. Old but classic. Give it to those you love to help them get along. And never forget to get and gift to others, my all time favorite book and recommendation Effortless Wellbeing: The Missing Ingredients for Authentic Wellness. Life changing and helps with overall wellness and people reading and skills too.
I still have not received the book! 
I am totally frustrated and have not received the book yet! I ordered it over a month ago!
I am totally frustrated and have not received the book yet! I ordered it over a month ago!
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- Advice on careers & achieving success
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- Economics, finance, business & management
- Family & Relationships – Interpersonal Relations
- Interpersonal Relations
- Personal Finance – Investing
- Personal Growth – General
- Personal Growth – Success
- Psychology
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- Self-Help – General
- SELF-HELP – Personal Growth – Success
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related products
Dale Carnegie
Pocket; 1991
Mass Market Paperback
© 1994–2010 Sascha Hendel
last update: 3/19/2010
URL: http://www.book-info.com/isbn/0-671-02703-4.htm
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