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Comment trouver le leader en vous
Cum să-ţi faci prieteni, să îi influenţezi pe oameni şi să reuşeşti într-o lume aflată în permanentă schimbare
Vremea directorului ascuns în spatele unui birou impunător, a angajatului lipsit de iniţiativă, care aşteaptă să primească sarcini de sus, a trecut.
Dale Carnegie a fost un vizionar. El a căutat şi a găsit soluţia prin care puteţi deveni echilibraţi într-o lume nesigură.
E timpul să comunicăm. E timpul să aşezăm în centrul preocupărilor noastre relaţiile cu oamenii. Să ne afirmăm şi să ne confirmăm valoarea, prin iniţiativele şi faptele noastre.
Dacă sunteţi în impas, dar vreţi să schimbaţi ceva în viaţa dumneavoastră, a familiei, a firmei pentru care lucraţi, aplicaţi principiile lui Dale Carnegie. Autorii acestei cărţi vă provoacă să deveniţi dumneavoastră înşivă un conducător. Un lider!
Bestseller în Europa
Dale Carnegie (pe numele lui real Dale Carnagey) s-a născut pe 24 noiembrie 1888, într-o fermă săracă din Missouri, şi s-a stins din viaţă pe 1 noiembrie 1955, în Forest Hills, New York. Este considerat cel mai mare autor de literatură motivaţională.
După absolvirea colegiului, a lucrat ca agent de vânzări în Nebraska şi a obţinut câteva roluri ca actor la New York. Dezamăgit de ceea ce făcea şi de traiul modest, caută o soluţie şi realizează că o diplomă de absolvent al State Teachers College din Warrensburg, Missouri, secţia Pedagogie, i-ar putea înlesni accesul la o catedră. Este angajat de Young Men Christian Association să predea cursuri serale pentru adulţi despre o temă aleasă chiar de el: vorbitul în public, domeniu în care se pregătise şi obţinuse rezultate de-a lungul anilor. Astfel începe faimoasa carieră de orator şi de autor de mare succes a lui Dale Carnegie.
Cursurile sale de la Y.M.C.A. au înregistrat un succes imediat, aşa încât Dale Carnegie avea să conferenţieze cu sălile pline. Începe să publice diverse broşuri în care-şi prezintă în mod sistematizat metodele de învăţare; în 1926, acestea vor fi adunate într-o carte despre vorbitul în public: Public Speaking: A Practical Course for Business Men.
În 1936, Dale Carnegie publică Secretele succesului. Cum să vă faceţi prieteni şi să deveniţi influent (Curtea Veche Publishing, 2010), carte ce a înregistrat imediat după publicare un succes răsunător. De-a lungul anilor, această lucrare s-a vândut în mai bine de 44 de milioane de exemplare şi a fost tradusă în aproape toate limbile pământului. Aici, Dale Carnegie aduce în lumină unul dintre aspectele puţin cunoscute la acea vreme ale psihologiei umane: rolul determinant al atitudinii individuale în condiţii de stres. Lucrarea de faţă, publicată pentru prima oară în 1948, constă într-o colecţie de sfaturi de bun-simţ prin care putem preveni stresul. Dintre cărţile lui Dale Carnegie, aceasta a avut cel mai mare succes în Europa.
Pe Dale Carnegie îl regăsim în topul celor mai bine vânduţi autori din toate timpurile. La peste jumătate de veac de la moartea lui, atât scrierile, cât şi cursurile sale sunt la fel de solicitate ca în primii ani după lansare.
Eforturile lui Dale Carnegie de răspândire a unor metode prin care oamenii să înveţe să-şi optimizeze relaţiile cu semenii şi cu lumea au fost preluate de Fundaţia Carnegie. Cursurile pe care însuşi Carnegie le-a iniţiat şi le-a predat sunt frecventate, şi astăzi, de mii de oameni din întreaga lume, probându-şi astfel actualitatea şi utilitatea. Ele sunt esenţiale şi, în fapt, obligatorii pentru toţi cei care doresc să ocupe posturi importante în ierarhiile companiilor occidentale.
Vremea directorului ascuns în spatele unui birou impunător, a angajatului lipsit de iniţiativă, care aşteaptă să primească sarcini de sus, a trecut.
Dale Carnegie a fost un vizionar. El a căutat şi a găsit soluţia prin care puteţi deveni echilibraţi într-o lume nesigură.
E timpul să comunicăm. E timpul să aşezăm în centrul preocupărilor noastre relaţiile cu oamenii. Să ne afirmăm şi să ne confirmăm valoarea, prin iniţiativele şi faptele noastre.
Dacă sunteţi în impas, dar vreţi să schimbaţi ceva în viaţa dumneavoastră, a familiei, a firmei pentru care lucraţi, aplicaţi principiile lui Dale Carnegie. Autorii acestei cărţi vă provoacă să deveniţi dumneavoastră înşivă un conducător. Un lider!
Bestseller în Europa
Dale Carnegie (pe numele lui real Dale Carnagey) s-a născut pe 24 noiembrie 1888, într-o fermă săracă din Missouri, şi s-a stins din viaţă pe 1 noiembrie 1955, în Forest Hills, New York. Este considerat cel mai mare autor de literatură motivaţională.
După absolvirea colegiului, a lucrat ca agent de vânzări în Nebraska şi a obţinut câteva roluri ca actor la New York. Dezamăgit de ceea ce făcea şi de traiul modest, caută o soluţie şi realizează că o diplomă de absolvent al State Teachers College din Warrensburg, Missouri, secţia Pedagogie, i-ar putea înlesni accesul la o catedră. Este angajat de Young Men Christian Association să predea cursuri serale pentru adulţi despre o temă aleasă chiar de el: vorbitul în public, domeniu în care se pregătise şi obţinuse rezultate de-a lungul anilor. Astfel începe faimoasa carieră de orator şi de autor de mare succes a lui Dale Carnegie.
Cursurile sale de la Y.M.C.A. au înregistrat un succes imediat, aşa încât Dale Carnegie avea să conferenţieze cu sălile pline. Începe să publice diverse broşuri în care-şi prezintă în mod sistematizat metodele de învăţare; în 1926, acestea vor fi adunate într-o carte despre vorbitul în public: Public Speaking: A Practical Course for Business Men.
În 1936, Dale Carnegie publică Secretele succesului. Cum să vă faceţi prieteni şi să deveniţi influent (Curtea Veche Publishing, 2010), carte ce a înregistrat imediat după publicare un succes răsunător. De-a lungul anilor, această lucrare s-a vândut în mai bine de 44 de milioane de exemplare şi a fost tradusă în aproape toate limbile pământului. Aici, Dale Carnegie aduce în lumină unul dintre aspectele puţin cunoscute la acea vreme ale psihologiei umane: rolul determinant al atitudinii individuale în condiţii de stres. Lucrarea de faţă, publicată pentru prima oară în 1948, constă într-o colecţie de sfaturi de bun-simţ prin care putem preveni stresul. Dintre cărţile lui Dale Carnegie, aceasta a avut cel mai mare succes în Europa.
Pe Dale Carnegie îl regăsim în topul celor mai bine vânduţi autori din toate timpurile. La peste jumătate de veac de la moartea lui, atât scrierile, cât şi cursurile sale sunt la fel de solicitate ca în primii ani după lansare.
Eforturile lui Dale Carnegie de răspândire a unor metode prin care oamenii să înveţe să-şi optimizeze relaţiile cu semenii şi cu lumea au fost preluate de Fundaţia Carnegie. Cursurile pe care însuşi Carnegie le-a iniţiat şi le-a predat sunt frecventate, şi astăzi, de mii de oameni din întreaga lume, probându-şi astfel actualitatea şi utilitatea. Ele sunt esenţiale şi, în fapt, obligatorii pentru toţi cei care doresc să ocupe posturi importante în ierarhiile companiilor occidentale.
224 pages, Pocket Book
First published December 1, 1993
804 people are currently reading
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About the author
Dale Carnegie
1,630 books8,937 followersDale Carnegie was an American writer and teacher of courses in self-improvement, salesmanship, corporate training, public speaking, and interpersonal skills. Born into poverty on a farm in Missouri, he was the author of How to Win Friends and Influence People (1936), a bestseller that remains popular today. He also wrote How to Stop Worrying and Start Living (1948), Lincoln the Unknown (1932), and several other books.
One of the core ideas in his books is that it is possible to change other people's behavior by changing one's behavior towards them.
One of the core ideas in his books is that it is possible to change other people's behavior by changing one's behavior towards them.
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August 7, 2011
Chapter 1: Finding the Leader in You
Charles Schwab was paid a salary of a million dollars a year in the steel business, and he told me that he was paid this huge salary largely because of his ability to handle people. Imagine that! A million dollars a year because he was able to handle people! One day at noontime, Schwab was walking through one of his steel mills when he came across a group of men smoking directly under a sign that said No Smoking.
Do you suppose that Charles Schwab pointed at the sign and said, "Can't you read?"
Absolutely not, not that master of human relations.
Mr. Schwab chatted with the men in a friendly way and never said a word about the fact that they were smoking under a No Smoking sign.
Finally he handed them some cigars and said with a twinkle in his eye, "I'd appreciate it, boys, if you'd smoke these outside."
That is all he said. Those men knew that he knew that they had broken a rule, and they admired him because he hadn't called them down. He had been such a good sport with them that they in turn wanted to be good sports with him.
The first step toward success is identifying your own leadership strengths.
Chapter 2: Starting to Communicate
Theodore Roosevelt's children adored him, and they had good reason to. An old friend came to Roosevelt one day in distress. His young son had left home and gone to live with his aunt. The boy was wild. He was this and he was that. And the father claimed that no one could get along with him.
Roosevelt said, "Nonsense. I don't believe there's a thing wrong with the boy. But if a boy with spirit can't get the right sort of treatment at home, he'll go some place else to get it."
Several days later Roosevelt saw the boy and said, "What's all this I hear about your leaving home?"
"Well, Colonel," said the boy, "every time I go to Dad he explodes. He's never given me a chance to tell my story. I'm always wrong. I'm always to blame."
"You know, son," said Roosevelt, "you may not believe it now, but your father is your best friend. You are more to him than all the rest of the world."
"That may be, Colonel Roosevelt," the boy said, "but I do wish he'd take some other way of showing it."
Then Roosevelt sent for the father, and he began to tell the father a few shocking truths. The father exploded just the way the boy described. "See here," said Roosevelt. "If you talk to your boy the way you've just been talking to me, I don't wonder he left home. I only marvel that he didn't do it before. Now you go and get acquainted with him. Meet him halfway."
Here are the first steps to successful communication:
1) Make communication a top priority.
2) Be open to other people.
3) Create a receptive environment for communication.
Communication is built on trusting relationships.
Chapter 3: Motivating People
Even as a boy Andrew Carnegie discovered the astonishing importance that people place on their names. When he was ten years old, he had a father rabbit and a mother rabbit. He awoke one morning to discover that he had a whole nest full of little rabbits and nothing to feed them.
What do you suppose he did? Well, he had a brilliant idea. He told half a dozen boys in the neighborhood that if they would go out every day and pull enough dandelions and grass and clover to feed the rabbits, he would name the rabbits in their honor. The plan worked like magic, and here is the point of the story.
Andrew Carnegie never forgot that incident. And years later, he made millions of dollars by using the same technique in business. He wanted to sell steel rails to the Pennsylvania Railroad. J. Edgar Thomson was president of the railroad then. So Andrew Carnegie, remembering the lesson he had learned from his rabbits, built a huge steel mill in Pittsburg and called it the J. Edgar Thomson Steel works.
Now let me ask you a question. When the Pennsylvania Railroad needed steel rails after that, where do you suppose J. Edgar Thomson bought them?
1) Employees must be included in all parts of the process, every step of the way. Teamwork is the key here, not heirarchy.
2) People must be treated as individuals. Always acknowledge their importance and show them respect. They're people first, employees second.
3) Superior work must be encouraged, recognized, and rewarded. Everyone responds to expectations. If you treat people as if they are capable and smart - and get out of the way - that's exactly how they'll perform.
Motivation can never be forced. People have to want to do a good job.
Chapter 4: Expressing Genuine Interest in Others
Why read this book? 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 out nothing but love.
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 others interested in you.
Yet I know and you know people who blunder through life trying to badger 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.
There's nothing more effective and rewarding than showing a genuine interest in other people.
Chapter 5: Seeing Things from the Other Person's Point of View
I wanted a private secretary last year, and I put an ad in the paper under a box number. I bet I got three hundred replies. Almost all of them began something like this: "This is in reply to your ad in Sunday's Times under Box 299. I wish to apply for the position you offer. I am twenty-six years old, etc...."
But one woman was smart. She didn't talk about what she wanted. She talked about what I wanted. Her letter read like this: "Dear Sir: You will probably get two or three hundred letters in reply to your ad. You are a busy man. You haven't time to read all of them. So if you will just reach for your telephone right now and call Vanderbilt 3-9512," or whatever it was, "I'll be glad to come over and open the letters and throw the worthless ones in the wastebasket and place the others on your desk for your attention. I have fifteen years experience..."
She then went on to tell about the important men she had worked for. The moment I got that letter, I felt like dancing on the table. I immediately picked up the phone and told her to come over, but I was too late. Some other employer had grabbed her. A woman like that has the business world at her feet.
Step outside yourself to discover what's important to someone else.
Chapter 6: Listening to Learn
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. 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, he said. I was this, and I was that. And he ended by saying I was a most interesting conversationalist.
An interesting conversationalist?
I had said hardly anything at all. I couldn't have said anything if I had wanted to without changing the subject, for I don't know any more about botany that I do 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. 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.
Nobody is more persuasive than a good listener.
Chapter 7: Teaming up for Tomorrow
Adolph Seltz of Philadelphia, a salesman 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 of him. As they talked, he wrote their ideas on the blackboard. Then he 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 fast: "Loyalty. Honesty. Initiative. Optimism. Team work. 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 in sales was phenominal.
"The people had made a sort of moral bargain with me," said Seltz, "and as long as I lived up to my part of the bargain, they were determined to live up to theirs. Consulting them about their wishes and desires was just the shot in the arm they needed."
Team players are the leaders of tomorrow.
Chapter 8: Respecting the Dignity of Others
The Chrysler organization built a special car for Franklin Delano 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's grand. I don't know what makes it go. I'd love to have 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've been keeping the Federal Reserve Board waiting thirty minutes. I guess I had better get back to work.'"
Truly respecting others is the bedrock of motivation.
Chapter 9: Recognition, Praise, and Rewards
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 thrown 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 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 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. 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 this boy. His name is Charles Dickens.
People work for money but go the extra mile for recognition, praise, and rewards.
Chapter 10: Handling Mistakes, Complaints, and Criticism
Shortly after the close of World War I, I learned an invaluable lesson one night in London. I was attending a banquet given in honor of Sir Ross Smith. 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 have been the slightest doubt about that. 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?" he thundered at me. "From Shakespeare? Impossible! Absurd!" That quotation was from the Bible, and he knew it with not one scintilla of doubt.
The storyteller was sitting on my right and Frank Gammond, an old friend of mine, was seated at my left. Frank had devoted years to the study of Shakespeare. So the storyteller and I agreed to submit the question to him. Frank listened, kicked me under the table, and then he said, "Dale, you are wrong. The gentleman is right. It is from the Bible."
I couldn't wait to get Frank alone. On our way home that night, I said to him, "Frank, you knew that quotation was from Shakespeare."
"Yes, of course," he replied. "Hamlet, act five, scene two. But Dale, we were guests at a festive occasion. 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?"
Be quick to admit mistakes and slow to criticize. Above all, be constructive.
Chapter 11: Setting Goals
At age twenty-three I was one of the unhappiest young men in New York. I was selling motor trucks for a living. I didn't know what made a motor truck run. That wasn't all: I didn't want to know. I despised my job. I despised living in a cheap furnished room on West Fifty-sixth Street - a room infested with cockroaches. I still remember I had a bunch of neckties hanging on the walls, and when I reached out every morning to get a fresh necktie, the cockroaches scattered in all directions. I despised having to eat in cheap, dirty restaurants that were also probably infested with cockroaches.
I came home to my lonely room each night with a sick headache - a headache bred and fed by disappointment, worry, bitterness, and rebellion. I was rebelling because the dreams I had nourished back in my college days had turned into nightmares. Was this life? Was this the vital adventure to which I had looked forward so eagerly? Was this all life would ever mean to me - working at a job I despised and with no hope for the future? I longed for leisure to read. I longed to write the books I had dreamed of writing back in my college days.
I knew I had everything to gain and nothing to lose by giving up the job I despised. I wasn't interested in making a lot of money, but I was interested in making a lot of living. In short, I had come to the Rubicon - to that moment of decision which faces most young people when they set out in life. So I made my decision, and that decision has completely altered my future. It has made the rest of my life happy and rewarding beyond my most utopian aspiration.
My decision was this: I would give up the work I loathed, and since I had spent four years studying in the State Teachers College at Warrensburg, Missouri, preparing to teach, I would make my living teaching adult classes in night schools. Then I would have my days free to read books, prepare lectures, write novels and short stories. I wanted "to live to write and write to live."
Set goals that are clear, challenging, and obtainable.
Chapter 12: Focus and Discipline
Back in 1933, David Burpee, famous seed man of Philadelphia, got the idea that the plain, everyday stepchild of flowers could be made very beautiful and attractive. That stepchild was the marigold, a forlorn but little waif with a most unfortunate trait: an unpleasant odor.
So David Burpee set out to develop a marigold that would titillate instead of shock the nostrils. He knew there was just one way to do this, and that was to find what botanists call a mutation, an individual flower, which by accident, doesn't have this unpleasant odor. So he sent all over the world for marigold seed and got 640 separate cultures. He planted them and when they grew and blossomed, he pushed his nose against them and sniffed. Every single one had a bad odor. Pretty discouraging, but he kept searching, and finally a missionary in far-off Tibet sent him some seed of a marigold that was odorless but had a scrawny flower.
David Burpee crossed this with one of his large varieties and planted thirty-five acres. When they were up and going strong, he called his foreman and gave an order that made the foreman think that David Burpee had gone crazy. He told his foreman to get down on his hands and knewws and smell every plant in the thirty-five acres. If just one odorless plant with large flowers could be found, that would be all that was needed. "It would take me thirty-five years to smell them all," said the foreman. So the employment agencies in that section were called upon to be given an order like they had never before received, an order for two hundred flower smellers.
These flower smellers came from everywhere and started to work. No one ever saw a crazier sight, but Dave Burpee knew what he was doing. At last, one day, one of the flower smellers came loping across the field to the foreman.
"I've got it," he shouted. The foreman followed him to the place where the smeller had stuck down a peg. Sure enough, there wasn't a hint of an unpleasant odor.
Leaders never lose their focus. They keep their eyes on the big picture.
Chapter 13: Achieving Balance
Consistently high performance comes from a balance between work and leisure.
Chapter 14: Creating a Positive Mental Attitude
Gain strength from the positive and don't be sapped by the negative.
Chapter 15: Learning Not to Worry
Tame your worries and energize your life.
Chapter 16: The Power of Enthusiasm
Never underestimate the power of enthusiasm.
Chapter 17: Conclusion: Making it Happen
Charles Schwab was paid a salary of a million dollars a year in the steel business, and he told me that he was paid this huge salary largely because of his ability to handle people. Imagine that! A million dollars a year because he was able to handle people! One day at noontime, Schwab was walking through one of his steel mills when he came across a group of men smoking directly under a sign that said No Smoking.
Do you suppose that Charles Schwab pointed at the sign and said, "Can't you read?"
Absolutely not, not that master of human relations.
Mr. Schwab chatted with the men in a friendly way and never said a word about the fact that they were smoking under a No Smoking sign.
Finally he handed them some cigars and said with a twinkle in his eye, "I'd appreciate it, boys, if you'd smoke these outside."
That is all he said. Those men knew that he knew that they had broken a rule, and they admired him because he hadn't called them down. He had been such a good sport with them that they in turn wanted to be good sports with him.
The first step toward success is identifying your own leadership strengths.
Chapter 2: Starting to Communicate
Theodore Roosevelt's children adored him, and they had good reason to. An old friend came to Roosevelt one day in distress. His young son had left home and gone to live with his aunt. The boy was wild. He was this and he was that. And the father claimed that no one could get along with him.
Roosevelt said, "Nonsense. I don't believe there's a thing wrong with the boy. But if a boy with spirit can't get the right sort of treatment at home, he'll go some place else to get it."
Several days later Roosevelt saw the boy and said, "What's all this I hear about your leaving home?"
"Well, Colonel," said the boy, "every time I go to Dad he explodes. He's never given me a chance to tell my story. I'm always wrong. I'm always to blame."
"You know, son," said Roosevelt, "you may not believe it now, but your father is your best friend. You are more to him than all the rest of the world."
"That may be, Colonel Roosevelt," the boy said, "but I do wish he'd take some other way of showing it."
Then Roosevelt sent for the father, and he began to tell the father a few shocking truths. The father exploded just the way the boy described. "See here," said Roosevelt. "If you talk to your boy the way you've just been talking to me, I don't wonder he left home. I only marvel that he didn't do it before. Now you go and get acquainted with him. Meet him halfway."
Here are the first steps to successful communication:
1) Make communication a top priority.
2) Be open to other people.
3) Create a receptive environment for communication.
Communication is built on trusting relationships.
Chapter 3: Motivating People
Even as a boy Andrew Carnegie discovered the astonishing importance that people place on their names. When he was ten years old, he had a father rabbit and a mother rabbit. He awoke one morning to discover that he had a whole nest full of little rabbits and nothing to feed them.
What do you suppose he did? Well, he had a brilliant idea. He told half a dozen boys in the neighborhood that if they would go out every day and pull enough dandelions and grass and clover to feed the rabbits, he would name the rabbits in their honor. The plan worked like magic, and here is the point of the story.
Andrew Carnegie never forgot that incident. And years later, he made millions of dollars by using the same technique in business. He wanted to sell steel rails to the Pennsylvania Railroad. J. Edgar Thomson was president of the railroad then. So Andrew Carnegie, remembering the lesson he had learned from his rabbits, built a huge steel mill in Pittsburg and called it the J. Edgar Thomson Steel works.
Now let me ask you a question. When the Pennsylvania Railroad needed steel rails after that, where do you suppose J. Edgar Thomson bought them?
1) Employees must be included in all parts of the process, every step of the way. Teamwork is the key here, not heirarchy.
2) People must be treated as individuals. Always acknowledge their importance and show them respect. They're people first, employees second.
3) Superior work must be encouraged, recognized, and rewarded. Everyone responds to expectations. If you treat people as if they are capable and smart - and get out of the way - that's exactly how they'll perform.
Motivation can never be forced. People have to want to do a good job.
Chapter 4: Expressing Genuine Interest in Others
Why read this book? 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 out nothing but love.
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 others interested in you.
Yet I know and you know people who blunder through life trying to badger 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.
There's nothing more effective and rewarding than showing a genuine interest in other people.
Chapter 5: Seeing Things from the Other Person's Point of View
I wanted a private secretary last year, and I put an ad in the paper under a box number. I bet I got three hundred replies. Almost all of them began something like this: "This is in reply to your ad in Sunday's Times under Box 299. I wish to apply for the position you offer. I am twenty-six years old, etc...."
But one woman was smart. She didn't talk about what she wanted. She talked about what I wanted. Her letter read like this: "Dear Sir: You will probably get two or three hundred letters in reply to your ad. You are a busy man. You haven't time to read all of them. So if you will just reach for your telephone right now and call Vanderbilt 3-9512," or whatever it was, "I'll be glad to come over and open the letters and throw the worthless ones in the wastebasket and place the others on your desk for your attention. I have fifteen years experience..."
She then went on to tell about the important men she had worked for. The moment I got that letter, I felt like dancing on the table. I immediately picked up the phone and told her to come over, but I was too late. Some other employer had grabbed her. A woman like that has the business world at her feet.
Step outside yourself to discover what's important to someone else.
Chapter 6: Listening to Learn
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. 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, he said. I was this, and I was that. And he ended by saying I was a most interesting conversationalist.
An interesting conversationalist?
I had said hardly anything at all. I couldn't have said anything if I had wanted to without changing the subject, for I don't know any more about botany that I do 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. 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.
Nobody is more persuasive than a good listener.
Chapter 7: Teaming up for Tomorrow
Adolph Seltz of Philadelphia, a salesman 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 of him. As they talked, he wrote their ideas on the blackboard. Then he 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 fast: "Loyalty. Honesty. Initiative. Optimism. Team work. 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 in sales was phenominal.
"The people had made a sort of moral bargain with me," said Seltz, "and as long as I lived up to my part of the bargain, they were determined to live up to theirs. Consulting them about their wishes and desires was just the shot in the arm they needed."
Team players are the leaders of tomorrow.
Chapter 8: Respecting the Dignity of Others
The Chrysler organization built a special car for Franklin Delano 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's grand. I don't know what makes it go. I'd love to have 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've been keeping the Federal Reserve Board waiting thirty minutes. I guess I had better get back to work.'"
Truly respecting others is the bedrock of motivation.
Chapter 9: Recognition, Praise, and Rewards
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 thrown 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 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 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. 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 this boy. His name is Charles Dickens.
People work for money but go the extra mile for recognition, praise, and rewards.
Chapter 10: Handling Mistakes, Complaints, and Criticism
Shortly after the close of World War I, I learned an invaluable lesson one night in London. I was attending a banquet given in honor of Sir Ross Smith. 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 have been the slightest doubt about that. 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?" he thundered at me. "From Shakespeare? Impossible! Absurd!" That quotation was from the Bible, and he knew it with not one scintilla of doubt.
The storyteller was sitting on my right and Frank Gammond, an old friend of mine, was seated at my left. Frank had devoted years to the study of Shakespeare. So the storyteller and I agreed to submit the question to him. Frank listened, kicked me under the table, and then he said, "Dale, you are wrong. The gentleman is right. It is from the Bible."
I couldn't wait to get Frank alone. On our way home that night, I said to him, "Frank, you knew that quotation was from Shakespeare."
"Yes, of course," he replied. "Hamlet, act five, scene two. But Dale, we were guests at a festive occasion. 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?"
Be quick to admit mistakes and slow to criticize. Above all, be constructive.
Chapter 11: Setting Goals
At age twenty-three I was one of the unhappiest young men in New York. I was selling motor trucks for a living. I didn't know what made a motor truck run. That wasn't all: I didn't want to know. I despised my job. I despised living in a cheap furnished room on West Fifty-sixth Street - a room infested with cockroaches. I still remember I had a bunch of neckties hanging on the walls, and when I reached out every morning to get a fresh necktie, the cockroaches scattered in all directions. I despised having to eat in cheap, dirty restaurants that were also probably infested with cockroaches.
I came home to my lonely room each night with a sick headache - a headache bred and fed by disappointment, worry, bitterness, and rebellion. I was rebelling because the dreams I had nourished back in my college days had turned into nightmares. Was this life? Was this the vital adventure to which I had looked forward so eagerly? Was this all life would ever mean to me - working at a job I despised and with no hope for the future? I longed for leisure to read. I longed to write the books I had dreamed of writing back in my college days.
I knew I had everything to gain and nothing to lose by giving up the job I despised. I wasn't interested in making a lot of money, but I was interested in making a lot of living. In short, I had come to the Rubicon - to that moment of decision which faces most young people when they set out in life. So I made my decision, and that decision has completely altered my future. It has made the rest of my life happy and rewarding beyond my most utopian aspiration.
My decision was this: I would give up the work I loathed, and since I had spent four years studying in the State Teachers College at Warrensburg, Missouri, preparing to teach, I would make my living teaching adult classes in night schools. Then I would have my days free to read books, prepare lectures, write novels and short stories. I wanted "to live to write and write to live."
Set goals that are clear, challenging, and obtainable.
Chapter 12: Focus and Discipline
Back in 1933, David Burpee, famous seed man of Philadelphia, got the idea that the plain, everyday stepchild of flowers could be made very beautiful and attractive. That stepchild was the marigold, a forlorn but little waif with a most unfortunate trait: an unpleasant odor.
So David Burpee set out to develop a marigold that would titillate instead of shock the nostrils. He knew there was just one way to do this, and that was to find what botanists call a mutation, an individual flower, which by accident, doesn't have this unpleasant odor. So he sent all over the world for marigold seed and got 640 separate cultures. He planted them and when they grew and blossomed, he pushed his nose against them and sniffed. Every single one had a bad odor. Pretty discouraging, but he kept searching, and finally a missionary in far-off Tibet sent him some seed of a marigold that was odorless but had a scrawny flower.
David Burpee crossed this with one of his large varieties and planted thirty-five acres. When they were up and going strong, he called his foreman and gave an order that made the foreman think that David Burpee had gone crazy. He told his foreman to get down on his hands and knewws and smell every plant in the thirty-five acres. If just one odorless plant with large flowers could be found, that would be all that was needed. "It would take me thirty-five years to smell them all," said the foreman. So the employment agencies in that section were called upon to be given an order like they had never before received, an order for two hundred flower smellers.
These flower smellers came from everywhere and started to work. No one ever saw a crazier sight, but Dave Burpee knew what he was doing. At last, one day, one of the flower smellers came loping across the field to the foreman.
"I've got it," he shouted. The foreman followed him to the place where the smeller had stuck down a peg. Sure enough, there wasn't a hint of an unpleasant odor.
Leaders never lose their focus. They keep their eyes on the big picture.
Chapter 13: Achieving Balance
Consistently high performance comes from a balance between work and leisure.
Chapter 14: Creating a Positive Mental Attitude
Gain strength from the positive and don't be sapped by the negative.
Chapter 15: Learning Not to Worry
Tame your worries and energize your life.
Chapter 16: The Power of Enthusiasm
Never underestimate the power of enthusiasm.
Chapter 17: Conclusion: Making it Happen
December 5, 2017
I am reading this book for a book review i have to do for an organizational behaviour course.
This book is written by the Dale Carnegie association. There are 17 chapters that show the traits and situations of an effective leader.
The book focuses of communication, motivating others, building teams, having a positive state of mind, how to handle mistakes and criticism, how to set goals that can be achieved by the person and his team.
This book also sheds light on how to show genuine interest in people; being them coworkers, employees, or just friends. How to see the situation from the other person’s point of view is important too.
It’s an interesting book for anyone who is trying to improve him/herself and find a leader in their self.
This book is written by the Dale Carnegie association. There are 17 chapters that show the traits and situations of an effective leader.
The book focuses of communication, motivating others, building teams, having a positive state of mind, how to handle mistakes and criticism, how to set goals that can be achieved by the person and his team.
This book also sheds light on how to show genuine interest in people; being them coworkers, employees, or just friends. How to see the situation from the other person’s point of view is important too.
It’s an interesting book for anyone who is trying to improve him/herself and find a leader in their self.
Read
March 31, 2016أذكر أنني قرأت هذا الكتاب عام 2006 بعدما حصلت على شهادة البكالوريوس و كنت في تلك المرحلة التي يشعر بها كل خريج و هي:ماذا بعد التخرج؟
وقعت عيني عليه في جرير و بدأت في قراءته و كانت كل صفحة فيه تبث في روح الأمل و الإصرار
الأمل و الإصرار هي العبارتان التي أصف بها هذا الكتاب لكل من اهديته لهم
الكتاب يحمل أحداثا واقعية ، قصص نجاح كان سببها الأمل و الإصرار و تحدي النفس و رؤية بعيدة لا يؤمن بها من حولك و لكنك تشعر بها بداخلك و كأنك تعيشها حقيقة!
الأمل و الإصرار ألخص بهما هذا الكتاب
قراءة ممتعة
:)
وقعت عيني عليه في جرير و بدأت في قراءته و كانت كل صفحة فيه تبث في روح الأمل و الإصرار
الأمل و الإصرار هي العبارتان التي أصف بها هذا الكتاب لكل من اهديته لهم
الكتاب يحمل أحداثا واقعية ، قصص نجاح كان سببها الأمل و الإصرار و تحدي النفس و رؤية بعيدة لا يؤمن بها من حولك و لكنك تشعر بها بداخلك و كأنك تعيشها حقيقة!
الأمل و الإصرار ألخص بهما هذا الكتاب
قراءة ممتعة
:)
August 26, 2024
Great book with amazing advice! Some of the things I knew, others I didn’t, but the author reminded me of some important things and gave me some answers I was looking for!
5 stars!
5 stars!
July 30, 2018
Great book... very knowledgeable
What I liked:
Various case studies to explain the context, for instance... One of the best case study mention in the book is story about a business person who got bankrupt and he had to leave his house with all things in it. So when they were leaving the house and doing the handover legal formality with the bank representatives the husband insisted of sending kids a day before this to some relative but the wife insisted letting the kids watch the whole process as she argued that she wants their kids to see this fall of his father's empire because she wants her kids to see their father coming back from this downfall & learn important lesson and they did saw him coming back to the same financial status in few years. They did learn from this and used this learning when they started their own career. Amazing case study 👌
What I didn't like:
It could have been better as it has repeat content like all typical Dale's book where same thing is being repeated over and over again by mentioning various individuals name with high profile designations and multinational companies.
Overall very educating and good self-help book.
What I liked:
Various case studies to explain the context, for instance... One of the best case study mention in the book is story about a business person who got bankrupt and he had to leave his house with all things in it. So when they were leaving the house and doing the handover legal formality with the bank representatives the husband insisted of sending kids a day before this to some relative but the wife insisted letting the kids watch the whole process as she argued that she wants their kids to see this fall of his father's empire because she wants her kids to see their father coming back from this downfall & learn important lesson and they did saw him coming back to the same financial status in few years. They did learn from this and used this learning when they started their own career. Amazing case study 👌
What I didn't like:
It could have been better as it has repeat content like all typical Dale's book where same thing is being repeated over and over again by mentioning various individuals name with high profile designations and multinational companies.
Overall very educating and good self-help book.
February 5, 2009
Taught me that everyone can be a leader! We just have to change our mindset and mentality, identify out leadership strength, balance work and leisure, control our worries and energize our life, become a team player and strenghten cooperationamond associates, achieve our goals and increase our self-confidence! Good book indeed~
July 30, 2016
الكتاب مجموعة من المحاضرات جمعت في كتاب ، يتكلم في مواضيع مختلفة في الحياة ، تصلح للمبدئيين في جانب تطوير الذات
June 30, 2015
قراءة هذا الكتاب الفريد من نوعه مكنتني من حسن التعامل مع الناس حولي بشكل أفضل... وعلى المستوى المهني فالأمثلة التي ذكرت به قوية و قيمة .. تفكيرك يتغير و زاوية نظرك تتسع اتجاه عملك أو الأنشطة التي تزاولها خارج أوقات العمل. بعد قراءته.
February 10, 2019
Actual Ratings: 4.5
Timeless truths that are still relevant today and if used will help you succeed and win in any environment.
Timeless truths that are still relevant today and if used will help you succeed and win in any environment.
October 12, 2008
This book did one thing for me: got me to clean my office and keep it that way. It is less helpful than it could be. It ended up just being a few nuggets of wisdom interspersed with numerous tales of successful people being successful. It was rather unhelpful and I didn't bother finishing it.
December 27, 2012
كتاب شيق ومفيد جدا .. حيث يعلمك كيف تنمى شخصيتك وليس بالضروره ان تكون صاحب عمل ولكن لكى تكون ناجح فى حياتك عموما أيضا يعلمك كيف تتعامل مع التركيبات الشخصية المختلفة والمعقده !
أنوى على قراءته مره أخرى ان شاء الله
أنوى على قراءته مره أخرى ان شاء الله
July 5, 2012
كتاب ملىء بالنصائح في فن القيادة والإدارة
مقتطفات من الكتاب
فن الاستماع مهارة ضرورية
! استمع استمع استمع
عدم معرفتنا بأهمية مهارة الإستماع تؤدي بدورها إلى سوء الفهم الذي يؤدي إلى تضييع الأوقات
والجهود والأموال والعلاقات التي يمكن ان تزدهر
الإستماع ليس مهارة فحسب,بل هو وصفة أخلاقية يجب أن تنتعلمها
إننا نستمع لغيرنا لا لأننا نريد مصلحة منهم لكن لكي نبني علاقات وطيدة معهم
عليك أن تستمع بإخلاص لمن يحدثك,تستمع له حتى تفهمه لا أن تخدعه أو تلتقط منه
عثرات وزلات بين ثنايا كلماته,استمع وأنت ترغب في فهمه
لا تجهز الرد في نفسك وأنت تستمع له,ولا تستعجل ردك على من يحدثك,وتستطيع حتى تأجيل الرد
لمدة معينة حتى تجمع أفكارك وتصيغها بشكل جيد ومن الخطأ الاستعجال في
الرد لأنه يؤدي بدوره لسوء الفهم
اتجه بجسمك كله لمن يتحدث لك,فإن لم يكن فبوجهك على الأقل لأن المتحدث يتضايق ويحس
انك تهمله إن لم تنظر له اوتتجه إليه
بيّن للمتحدث أنك تسمعه,بيّن ولا تتظاهر,لأنك إن تظاهرت انك تستمع إليه
سينكشف ذلك آجلاً ام عاجلاً,بيّن له بالحركات والكلمات انك تستمع له
لا تقاطع أبداً ولو طال الحديث لساعات واستمع حتى النهاية
بعد أن ينتهي المتحدث من كلامه, لخص كلامه بقولك انت تقصد كذا....او كذا
فإذا أجاب بنعم فتحدث انت,وإذا أجاب بــ لا فاسأله ان يوضح أكثر وهذا خير
من ان تستعجل الرد,فيحدث سوء تفاهم
لا تفسر كلام المتحدث من وجهة نظرك أنت,بل حاول أن تتقمص شخصيته وأن تنظر
للأمور من منظوره,هو لا أنت,وإن طبقت هذه النصيحة ستجد أنك سريع التفاهم مع الغير
حاول أن تتوافق مع الحالة النفسية للمتحدث,لفإن كان غاضباً فلا تطلب منه ان يهدىء
من روعه, وإن كان جاداً استمع له بكل هدوء,وإن وجدته إنساناً حزيناً
فاسأله عما يحزنه,تم استمع له لأنه يريد الحديث لمن سيستمع له
عندما يتكلم أحدنا عن مشكلة أو أحزان فإنه يعبر عن مشاعر لذلك عليك ان تلخص كلامه
وتعكسها علىشكل مشاعر يحس بها هو
الإستماع متعب حقاً,لكنه بالتأكيد خير من وجود خلاف وسوء تفاهم وكما يقول المثل العربي
"إن كان الكلام من فضة فالسكوت من ذهب"
القبعات الست للتفكير الابداعي
القبعة البيضاء:النمط المحايد, جمع المعومات حول موضوع التفكير,مكان اقامة المشروع او الفكرة,الأسعار,الكميات ,التكاليف,معلومات حول البيئة المحيطة
القبعة الصفراء:التفكير الإيجابي ,مأخوذة من لون الشمس رمز للنماء,الجوانب الإيجابية للفكرة
القبعة السوداء:التفكير التشاؤمي,وكثيراً ما نرتديها دون أن نشعر,التفكير في الجوانب السلبية للموضوع, والصعوبات التي سنواجهها
القبعةالحمراء: التفكير العاطفي,عند إرتدائها نفكر في الموضوع بشكل عاطفي,دون النظر للعوامل المنطقية والايجابياتوالسلبيات
القبعة الخضراء:التفكير الإبداعي,مأخوذة من لون الشجروما فيها من معاني الابداع والتجديد
القبعة الزرقاء:التفكير الشمولي,ويأتي دورها للتحقق من جميع أنماط التفكير
كيف تصبح خطيباً مفهوماً
خمس طرق للتعرف على نفسك كمتحدثاو محاضر او خطيب
اطلب رأي الآخرين
لاحظ ردود الأفعال
سجل لنفسك على شريط فيديو او كاسيت
استمع إلى إلقائك
مقترحات لتكوين افتتاحيات قوية لكلمتك
قم بتوجيه أسئلة بلاغية
استشهد بإحصائيات بيانية وجداول لتثير دهشة المستمعين
اخبرهم بما بذلته من جهد في اعداد الموضوع
بين معرفتك بالمستمعين وخبراتهم
انظر للجمهور ثم انظر لأسفل كما لو أنك تفكر
قم بمفاجأة مستمعيك بأمور تلفت انتباهم وبعبارات قوية
قم بالتحدث عن حدث معاصرللفت انتباه الجميع
وسائل لكسب الثقة كخطيب ومتحدث
اختر موضوع مثير
كون فكرة عن الحضور ومستواهم واهتمامتهم
استعد للمحاضرة بالتحضير
احفظ المقدمة جيداً
استعمل وسائل الايضاح المختلفة
تعرف على القاعةالمخصصة قبل الموعد,وتأكد من ظروف القاعة من حيث التهوية والاضاءة
كن هادئاً وخذ قسطاً من الراحة
نم جيداً في الليلة السابقة قبل القاء كلمتك
لا تتناول وجبة دسمة قبل القاء كلمتك
اختر اللباس المناسب لطبيعة المناسبة والحضور
تكلم بصوت مرتفع لتبدد القلق
امزج حديثك بالفكاهة,واجعلها تأتي بشكلطبيعي غير مصطنع
لا تتكلم بسرعة أقل من 120 كلمة في الدقيقة
اترك المنصة وتحرك نحو مستمعيك
اظهر مدى انفعالك خلال حركات جسدك,وايحاءاتك وطريقة وقوفك
تمرن وتمرن وتمرن
نصائح لكتابة خطاب ستقوم بإلقائه
اكتب بالطريقة التي تتكلم بها وليس بالطريقة التي تريد ان تكتب بها
اجعل طول كل فقرة يتراوح من 3 إلى 5 جمل
اكتب بصيغة المبني للمعلوم وليس بصيغة المبني للمجهول
تكلم بصيغة المتكلم
لا تزد طول جملتك عن 20 كلمة
تدرب على إلقاء حديثك
"أسرار النجاح السبعة "انطوني رابينز
الأول:لا معلول من دون علة وغاية
وراء كل حدث مصلحة قد تتضمن العديد من المنافع
الثاني:ليس ثمة سيء اسمه الفشل,إنما هو حصيلة كل تجربة مجرد نتيجة نتوصل
إليها,الخوف من الفشل يسمم الذهن
الثالث:تحملوا مسئولية كل ما يحدث,فتقبل المسئوليةمن أهم المعايير الدالة على قدرات الشخص ونضجه
الرابع:للانتفاع من الشيء ليس بالضروري معرفته بالكامل
الخامس:الآخرون أعظم أرصدتكم,فالناجح يحمل مشاعر احترام واكرام للآخرين ويشعر تجاههم بالوحدة والاشتراك في الأهداف
السادس: العمل ضرب من الترفيه والتسلية
السابع: ما من نجاح يتأتّى دون مثابرة
نجاح آرنولد شورتزينجر في رياضة حمل الأثقال رغم ضعف جسده وخلافاً لرأي والديه
مقتطفات من الكتاب
فن الاستماع مهارة ضرورية
! استمع استمع استمع
عدم معرفتنا بأهمية مهارة الإستماع تؤدي بدورها إلى سوء الفهم الذي يؤدي إلى تضييع الأوقات
والجهود والأموال والعلاقات التي يمكن ان تزدهر
الإستماع ليس مهارة فحسب,بل هو وصفة أخلاقية يجب أن تنتعلمها
إننا نستمع لغيرنا لا لأننا نريد مصلحة منهم لكن لكي نبني علاقات وطيدة معهم
عليك أن تستمع بإخلاص لمن يحدثك,تستمع له حتى تفهمه لا أن تخدعه أو تلتقط منه
عثرات وزلات بين ثنايا كلماته,استمع وأنت ترغب في فهمه
لا تجهز الرد في نفسك وأنت تستمع له,ولا تستعجل ردك على من يحدثك,وتستطيع حتى تأجيل الرد
لمدة معينة حتى تجمع أفكارك وتصيغها بشكل جيد ومن الخطأ الاستعجال في
الرد لأنه يؤدي بدوره لسوء الفهم
اتجه بجسمك كله لمن يتحدث لك,فإن لم يكن فبوجهك على الأقل لأن المتحدث يتضايق ويحس
انك تهمله إن لم تنظر له اوتتجه إليه
بيّن للمتحدث أنك تسمعه,بيّن ولا تتظاهر,لأنك إن تظاهرت انك تستمع إليه
سينكشف ذلك آجلاً ام عاجلاً,بيّن له بالحركات والكلمات انك تستمع له
لا تقاطع أبداً ولو طال الحديث لساعات واستمع حتى النهاية
بعد أن ينتهي المتحدث من كلامه, لخص كلامه بقولك انت تقصد كذا....او كذا
فإذا أجاب بنعم فتحدث انت,وإذا أجاب بــ لا فاسأله ان يوضح أكثر وهذا خير
من ان تستعجل الرد,فيحدث سوء تفاهم
لا تفسر كلام المتحدث من وجهة نظرك أنت,بل حاول أن تتقمص شخصيته وأن تنظر
للأمور من منظوره,هو لا أنت,وإن طبقت هذه النصيحة ستجد أنك سريع التفاهم مع الغير
حاول أن تتوافق مع الحالة النفسية للمتحدث,لفإن كان غاضباً فلا تطلب منه ان يهدىء
من روعه, وإن كان جاداً استمع له بكل هدوء,وإن وجدته إنساناً حزيناً
فاسأله عما يحزنه,تم استمع له لأنه يريد الحديث لمن سيستمع له
عندما يتكلم أحدنا عن مشكلة أو أحزان فإنه يعبر عن مشاعر لذلك عليك ان تلخص كلامه
وتعكسها علىشكل مشاعر يحس بها هو
الإستماع متعب حقاً,لكنه بالتأكيد خير من وجود خلاف وسوء تفاهم وكما يقول المثل العربي
"إن كان الكلام من فضة فالسكوت من ذهب"
القبعات الست للتفكير الابداعي
القبعة البيضاء:النمط المحايد, جمع المعومات حول موضوع التفكير,مكان اقامة المشروع او الفكرة,الأسعار,الكميات ,التكاليف,معلومات حول البيئة المحيطة
القبعة الصفراء:التفكير الإيجابي ,مأخوذة من لون الشمس رمز للنماء,الجوانب الإيجابية للفكرة
القبعة السوداء:التفكير التشاؤمي,وكثيراً ما نرتديها دون أن نشعر,التفكير في الجوانب السلبية للموضوع, والصعوبات التي سنواجهها
القبعةالحمراء: التفكير العاطفي,عند إرتدائها نفكر في الموضوع بشكل عاطفي,دون النظر للعوامل المنطقية والايجابياتوالسلبيات
القبعة الخضراء:التفكير الإبداعي,مأخوذة من لون الشجروما فيها من معاني الابداع والتجديد
القبعة الزرقاء:التفكير الشمولي,ويأتي دورها للتحقق من جميع أنماط التفكير
كيف تصبح خطيباً مفهوماً
خمس طرق للتعرف على نفسك كمتحدثاو محاضر او خطيب
اطلب رأي الآخرين
لاحظ ردود الأفعال
سجل لنفسك على شريط فيديو او كاسيت
استمع إلى إلقائك
مقترحات لتكوين افتتاحيات قوية لكلمتك
قم بتوجيه أسئلة بلاغية
استشهد بإحصائيات بيانية وجداول لتثير دهشة المستمعين
اخبرهم بما بذلته من جهد في اعداد الموضوع
بين معرفتك بالمستمعين وخبراتهم
انظر للجمهور ثم انظر لأسفل كما لو أنك تفكر
قم بمفاجأة مستمعيك بأمور تلفت انتباهم وبعبارات قوية
قم بالتحدث عن حدث معاصرللفت انتباه الجميع
وسائل لكسب الثقة كخطيب ومتحدث
اختر موضوع مثير
كون فكرة عن الحضور ومستواهم واهتمامتهم
استعد للمحاضرة بالتحضير
احفظ المقدمة جيداً
استعمل وسائل الايضاح المختلفة
تعرف على القاعةالمخصصة قبل الموعد,وتأكد من ظروف القاعة من حيث التهوية والاضاءة
كن هادئاً وخذ قسطاً من الراحة
نم جيداً في الليلة السابقة قبل القاء كلمتك
لا تتناول وجبة دسمة قبل القاء كلمتك
اختر اللباس المناسب لطبيعة المناسبة والحضور
تكلم بصوت مرتفع لتبدد القلق
امزج حديثك بالفكاهة,واجعلها تأتي بشكلطبيعي غير مصطنع
لا تتكلم بسرعة أقل من 120 كلمة في الدقيقة
اترك المنصة وتحرك نحو مستمعيك
اظهر مدى انفعالك خلال حركات جسدك,وايحاءاتك وطريقة وقوفك
تمرن وتمرن وتمرن
نصائح لكتابة خطاب ستقوم بإلقائه
اكتب بالطريقة التي تتكلم بها وليس بالطريقة التي تريد ان تكتب بها
اجعل طول كل فقرة يتراوح من 3 إلى 5 جمل
اكتب بصيغة المبني للمعلوم وليس بصيغة المبني للمجهول
تكلم بصيغة المتكلم
لا تزد طول جملتك عن 20 كلمة
تدرب على إلقاء حديثك
"أسرار النجاح السبعة "انطوني رابينز
الأول:لا معلول من دون علة وغاية
وراء كل حدث مصلحة قد تتضمن العديد من المنافع
الثاني:ليس ثمة سيء اسمه الفشل,إنما هو حصيلة كل تجربة مجرد نتيجة نتوصل
إليها,الخوف من الفشل يسمم الذهن
الثالث:تحملوا مسئولية كل ما يحدث,فتقبل المسئوليةمن أهم المعايير الدالة على قدرات الشخص ونضجه
الرابع:للانتفاع من الشيء ليس بالضروري معرفته بالكامل
الخامس:الآخرون أعظم أرصدتكم,فالناجح يحمل مشاعر احترام واكرام للآخرين ويشعر تجاههم بالوحدة والاشتراك في الأهداف
السادس: العمل ضرب من الترفيه والتسلية
السابع: ما من نجاح يتأتّى دون مثابرة
نجاح آرنولد شورتزينجر في رياضة حمل الأثقال رغم ضعف جسده وخلافاً لرأي والديه
February 10, 2025
Amazing! So many good insights. Practical stories. Easy to follow. Old but still so fresh.
November 6, 2012
Working in a managerial level, dealing with people from all walks of life and staying in a highly pressurized job, reading Dale Carnegie makes my look at life in a wider perspective & acceptance of people for what they are...
August 29, 2016
اكتشف القائد الذى بداخلك
كتاب كتير رائع ومميز
اسلوبه بسيط وواضح
فيه امثله لأشخاص نجحين ومتطورين
من خلال اكتشافهم للمهارات والمميزات الموجودة
داخل كل شخص في دا الكون.
اعجبنى هذا الكتاب. ❤
كتاب كتير رائع ومميز
اسلوبه بسيط وواضح
فيه امثله لأشخاص نجحين ومتطورين
من خلال اكتشافهم للمهارات والمميزات الموجودة
داخل كل شخص في دا الكون.
اعجبنى هذا الكتاب. ❤
August 22, 2023
This book took me to long to finish but I was an amazing book. The beginning was a bit slow for me. Even so I kept on reading it taught me things I already knew but in a different way.
Overall really good but I plan on reading it again but it in a shorter period.
Overall really good but I plan on reading it again but it in a shorter period.
February 18, 2019
Kemampuan untuk memimpin memang tidak mudah dan terkadang sering kali dianggap sebagai bakat alami. Namun, nyatanya kemampuan untuk memimpin bisa dipelajari oleh setiap orang. Lewat latihan dan pembelajaran yang tepat kemampuan untuk memimpin bisa dikembangkan. Salah satunya melalui buku Sukses Memimpin: Influence Your Life By Becoming An Effective Leader yang ditulis oleh Dale Carnegie. Lewat buku ini kita akan diberi ilmu baru seputar dunia kepemimpinan, khususnya dalam bidang bisnis. Mulai dari bagaimana cara memimpin, karakteristik pemimpin sukses, meningkatkan kinerja, mendorong inovasi dan kreativitas, hingga mengatasi masalah kepemimpinan. Penjelasan yang diberikan tergolong singkat, padat, dan mudah untuk dimengerti. Buku ini juga berguna untuk setiap orang yang ingin meningkatkan kepercayaan diri mereka.
Agar bisa menjadi pemimpin yang baik kita harus bisa melayani orang-orang---bukan sebaliknya. Kita harus bisa merangkul setiap karyawan atau bawahan kita dengan cara memahami kebutuhan dan individualitas mereka. Apakah motivasi mereka bekerja adalah uang atau malah hal lainnya. Itulah yang harus diketahui oleh seorang pemimpin. Lewat komunikasi yang jelas akan visi dan misi perusahaan, kita bisa merangkul karyawan agar bisa ikut serta dalam memberikan saran saat perencanaan sebuah tugas. Lewat cara ini karyawan akan merasa ikut berkontribusi dan berpengaruh aktif dalam pengembangan perusahaan. Melalui cara ini pula karyawan akan merasa dianggap dan dihargai sehingga kinerja mereka akan meningkat. Selain itu berikan pujian untuk pekerjaan yang dikerjakan dengan baik oleh karyawan. Pekerjaan yang tidak dihargai akan menurunkan produktivitas.
Seorang pemimpin juga harus mampu meningkatkan kinerja bawahan atau para karyawannya. Untuk meningkatkan kinerja diperlukan persiapan yang matang. Langkah pertama adalah dengan memiliki pengetahuan sebanyak mungkin tentang suatu topik. Kompetensi teknis ini penting untuk meningkatkan kinerja agar lebih paham dan menguasai bidang pekerjaan yang dikerjakan. Kemudian berikan pelatihan untuk karyawan yang kita pimpinan, mungkin salah satunya dengan mengikuti seminar. Untuk setiap pekerjaan tentukan standar kinerja yang dipahami dengan jelas dan diterima oleh orang yang melaksanakannya. Sorotilah keberhasilan karyawan atau bawahan kita agar mereka merasa dihargai dan kinerja mereka pun akan meningkat. Terakhir jangan lupa untuk selalu memberikan pujian untuk perbaikan sekecil apa pun.
Saat memimpin pun kita tak luput dari masalah kepemimpinan. Banyak sekali cara untuk mengatasi masalah kepemimpinan. Pertama kuasi pekerjaan kita, dengan menguasai pekerjaan yang kita kerjakan karyawan akan melihat sikap profesional dalam diri kita. Untuk menghindari konflik perlakukan lah setiap karyawan dengan adil, tapi bukan dengan cara yang sama. Setiap karyawan memiliki karakter dan keinginan yang berbeda untuk diperlakukan. Beri karyawan kita atas apa yang mereka lakukan. Dengarkan saran, keinginan, dan keluhan karyawan kita agar bisa lebih memahami mereka dalam meningkatkan kinerja. Terakhir dukung mereka agar selalu merasa diakui dan dihargai. Dengan begitu setiap karyawan akan memberikan kinerja maksimal mereka untuk memajukan perusahaan.
Secara keseluruhan buku Sukses Memimpin: Influence Your Life By Becoming An Effective Leader merupakan sebuah buku panduan praktis agar bisa menjadi pemimpin yang baik dan benar. Setiap keterangan dan penjelasan diterangkan secara singkat, lugas, dan padat. Pembahasan yang diangkat masih sangat relevan dengan kehidupan di masa sekarang. Maka tidak akan sulit bagi kita untuk mengimplementasikan setiap langkah yang ada di kehidupan nyata. Intinya kita harus percaya diri dan berani bertindak agar bisa sukses memimpin. Namun, sayangnya banyak sekali penjelasan yang terkesan diulang-ulang. Dalam beberapa bab saya seringkali menemukan penjelasan yang sama dan terkesan memanjang-manjangkan isi dari buku ini. Selebihnya menurut saya buku ini merupakan sebuah pedoman yang bisa membantu setiap manajer untuk memimpin anak buah mereka. Sebuah bacaan yang ringan dan penuh ilmu yang bisa kita serap dan terapkan dalam kehidupan sehari-hari.
Agar bisa menjadi pemimpin yang baik kita harus bisa melayani orang-orang---bukan sebaliknya. Kita harus bisa merangkul setiap karyawan atau bawahan kita dengan cara memahami kebutuhan dan individualitas mereka. Apakah motivasi mereka bekerja adalah uang atau malah hal lainnya. Itulah yang harus diketahui oleh seorang pemimpin. Lewat komunikasi yang jelas akan visi dan misi perusahaan, kita bisa merangkul karyawan agar bisa ikut serta dalam memberikan saran saat perencanaan sebuah tugas. Lewat cara ini karyawan akan merasa ikut berkontribusi dan berpengaruh aktif dalam pengembangan perusahaan. Melalui cara ini pula karyawan akan merasa dianggap dan dihargai sehingga kinerja mereka akan meningkat. Selain itu berikan pujian untuk pekerjaan yang dikerjakan dengan baik oleh karyawan. Pekerjaan yang tidak dihargai akan menurunkan produktivitas.
Seorang pemimpin juga harus mampu meningkatkan kinerja bawahan atau para karyawannya. Untuk meningkatkan kinerja diperlukan persiapan yang matang. Langkah pertama adalah dengan memiliki pengetahuan sebanyak mungkin tentang suatu topik. Kompetensi teknis ini penting untuk meningkatkan kinerja agar lebih paham dan menguasai bidang pekerjaan yang dikerjakan. Kemudian berikan pelatihan untuk karyawan yang kita pimpinan, mungkin salah satunya dengan mengikuti seminar. Untuk setiap pekerjaan tentukan standar kinerja yang dipahami dengan jelas dan diterima oleh orang yang melaksanakannya. Sorotilah keberhasilan karyawan atau bawahan kita agar mereka merasa dihargai dan kinerja mereka pun akan meningkat. Terakhir jangan lupa untuk selalu memberikan pujian untuk perbaikan sekecil apa pun.
Saat memimpin pun kita tak luput dari masalah kepemimpinan. Banyak sekali cara untuk mengatasi masalah kepemimpinan. Pertama kuasi pekerjaan kita, dengan menguasai pekerjaan yang kita kerjakan karyawan akan melihat sikap profesional dalam diri kita. Untuk menghindari konflik perlakukan lah setiap karyawan dengan adil, tapi bukan dengan cara yang sama. Setiap karyawan memiliki karakter dan keinginan yang berbeda untuk diperlakukan. Beri karyawan kita atas apa yang mereka lakukan. Dengarkan saran, keinginan, dan keluhan karyawan kita agar bisa lebih memahami mereka dalam meningkatkan kinerja. Terakhir dukung mereka agar selalu merasa diakui dan dihargai. Dengan begitu setiap karyawan akan memberikan kinerja maksimal mereka untuk memajukan perusahaan.
Secara keseluruhan buku Sukses Memimpin: Influence Your Life By Becoming An Effective Leader merupakan sebuah buku panduan praktis agar bisa menjadi pemimpin yang baik dan benar. Setiap keterangan dan penjelasan diterangkan secara singkat, lugas, dan padat. Pembahasan yang diangkat masih sangat relevan dengan kehidupan di masa sekarang. Maka tidak akan sulit bagi kita untuk mengimplementasikan setiap langkah yang ada di kehidupan nyata. Intinya kita harus percaya diri dan berani bertindak agar bisa sukses memimpin. Namun, sayangnya banyak sekali penjelasan yang terkesan diulang-ulang. Dalam beberapa bab saya seringkali menemukan penjelasan yang sama dan terkesan memanjang-manjangkan isi dari buku ini. Selebihnya menurut saya buku ini merupakan sebuah pedoman yang bisa membantu setiap manajer untuk memimpin anak buah mereka. Sebuah bacaan yang ringan dan penuh ilmu yang bisa kita serap dan terapkan dalam kehidupan sehari-hari.
July 29, 2024
Overall, it's an excellent combination of chapters on how to live your life in a wholesome way:) I especially enjoyed the chapters about recognition, handling mistakes, achieving balance and positive attitude.
This book is a journey - in the beginning there was basically nothing new because these sorts of things were covered by my personal experience in earlier years. But it feels like, the closer you get to the end of the book, the more relevant issues and topics are covered. It's like you mature with the book.
So overall, I wish I read this book earlier in my life, it would definitely help me react to certain situations in a different manner.
On the downside, the cases in this book are from time to time outdated, and most probably there are better books out there covering the same topics but with more up-to-date data.
This book is a journey - in the beginning there was basically nothing new because these sorts of things were covered by my personal experience in earlier years. But it feels like, the closer you get to the end of the book, the more relevant issues and topics are covered. It's like you mature with the book.
So overall, I wish I read this book earlier in my life, it would definitely help me react to certain situations in a different manner.
On the downside, the cases in this book are from time to time outdated, and most probably there are better books out there covering the same topics but with more up-to-date data.
March 3, 2020
Bravo sir! Bravo! At first this book was questionable due to its slow start, it was like licking dry toast.
But!
I mustard through and I’m glad I did.
Yesss I have heard all of this before, still is fabulous for such great advice to be on repeat.
But!
I mustard through and I’m glad I did.
Yesss I have heard all of this before, still is fabulous for such great advice to be on repeat.
August 29, 2016
Always love Dale Carnegie's books!
May 7, 2017
Really helping and teach me about leadership and leading people in business and how to work with other people while influencing them with your work and attitude.
April 9, 2018
Recycled version of "How to win friends and influence people".
It's not even written by Dale Carnegie. Very misleading.
It's not even written by Dale Carnegie. Very misleading.
March 28, 2022
My take on how to win friends, influence people, and succeed in a changing world after reading this book: follow Jesus.
This book attempts to use reason, testimonials, and other stories to show you how to be an effective leader. However, every point in this book would’ve been made stronger if it related back to Jesus because the ideas are all so relevant in scripture.
Here’s one example from the book on how to be a leader, “Express genuine interest in others”. Ummmm… shouldn’t that just be a given?
Upon thinking about it, I realized that being a follower of Jesus has made me this kind of person described in the book (or at least one who makes attempts to be this kind of person): someone who listens, cares, encourages, respects others, etc. Without Jesus, I would need this book to tell me to be empathetic. But I got Jesus and His word, which are so much better than this book!
This book attempts to use reason, testimonials, and other stories to show you how to be an effective leader. However, every point in this book would’ve been made stronger if it related back to Jesus because the ideas are all so relevant in scripture.
Here’s one example from the book on how to be a leader, “Express genuine interest in others”. Ummmm… shouldn’t that just be a given?
Upon thinking about it, I realized that being a follower of Jesus has made me this kind of person described in the book (or at least one who makes attempts to be this kind of person): someone who listens, cares, encourages, respects others, etc. Without Jesus, I would need this book to tell me to be empathetic. But I got Jesus and His word, which are so much better than this book!
March 11, 2022
أُحب قلم هذا الرجل وكل ما يكتب رغم عدم ميلي لكتب التنمية الذاتية وعدم ثقتي فيها
ولكن مع كارنيجي فالوضع مختلف، فهو يبتعد عن الحشو في الكلام ويعطيك الخلاصة نقية من الشوائب ويدعم فكرته بقصص واقعية، كما أنه لا يستفزك بأفكار ومقترحات تافهة وغير قابلة للتطبيق.
في هذا الكتاب يقدم كارنيجي مجموعة من قواعد التعامل مع الناس ومجموعة من الأفكار مدعمة بقصص واقعية ليس لكي تكون قائداً أو مديراً ناجحاً في عملك فقط ولكن هي مفيدة حتى في حياتك الشخصية.
التقييم: ٥/٣.٥
ولكن مع كارنيجي فالوضع مختلف، فهو يبتعد عن الحشو في الكلام ويعطيك الخلاصة نقية من الشوائب ويدعم فكرته بقصص واقعية، كما أنه لا يستفزك بأفكار ومقترحات تافهة وغير قابلة للتطبيق.
في هذا الكتاب يقدم كارنيجي مجموعة من قواعد التعامل مع الناس ومجموعة من الأفكار مدعمة بقصص واقعية ليس لكي تكون قائداً أو مديراً ناجحاً في عملك فقط ولكن هي مفيدة حتى في حياتك الشخصية.
التقييم: ٥/٣.٥
December 12, 2022
Buku ini bercerita tentang bagaimana kita bisa menjadi pemimpin yang sukses, contoh bagi bawahan kitaa, serta cara memimpin yang lebih friendly. Didalam buku ini terdapat kutipan yang isinya Didalam hidup, pasti kita pernah yang namanya tidak menyukai orang lain karena alasan tertentu atau karena karakternya. Sebenarnya ada cara yang sederhana untuk memperbaikki karakternya, yaitu cukup dengan melihat kualitas baik dalam dirinya. Dengan begitu kita bisa melihat diri orang tersebut secara lebih positif.
February 20, 2025
In each chapter, you will find interesting quotes from the author that will inspire readers. Just consider the following quote, "Most of the important things in the world are achieved by people who keep trying when there seems to be no hope at all" which is stated in the Improving Performance chapter. Apart from that, at the end of each chapter, the author makes a summary that makes it easier for readers to summarize the required topics.
August 5, 2018
This is another book of wonder by Dale Carnegie. Great examples and stories made this book more interesting than it already was. The systematic representation of points in this book made it easier to understand. The language used was simple and easy. A great motivational read indeed.
September 25, 2019
a gem of a book. i find dale carnegie’s books easy reading and inspiring. his books speak to me.
December 13, 2022
A great book - many anecdotes from industry leaders. I really liked the one-line summary at the end of each chapter.
June 2, 2025
Great rules.
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