Honestly, I really enjoyed this book. I think Carengie made it very relevant and tangible to the reader by having a plethora of anecdotes throughout—his own stories, his students’ stories, and also the stories of very famous individuals such as John Pierpont Morgan.
One story that stuck with me in particular is the woman who, instead of telling the builders who left her garden a mess to clean it up, cleaned it herself one day and then thanked the builders for cleaning it the next day—and from there on out they left it clean every day.
One criticism I can think of is that I did disagree with some ideas. For example, the suggestion to say something like “I could be wrong, as I am wrong quite often” in order to get someone to listen to you in an argument. I didn’t like this idea of putting yourself down, because I feel like by saying you’re wrong often you end up building a certain reputation for yourself. Also something I worry about is if some of the actions come across as performative e.g. asking someone about a recent achievement but you both also know you want something from them- I guess that when the genuine factor comes in.
Nonetheless, I feel as though there were many life lessons to be taken from this book that I will try to implement into my daily life. In fact, most lessons I could relate to something I’ve been through—whether it was my argument with Urbanest, the type of person someone like Maya is, or even how I was treated in Brighton. It genuinely did change my outlook and i'm very glad I read it.
Now, so I don’t forget, I’m going to go through the four main parts and summarise the most important messages for me
Part 1: Fundamental Techniques in Handling People
Humans often like to blame everyone but themselves. Instead of condemning people, try to understand them and why they do what they do.
When you compliment someone, make it honest and sincere—not just for the sake of saying it. (I feel like I already do this.)
Part 2: How to Make People Like You
Be genuinely interested in people. Alfred Adler: “It is the individual who is not interested in his fellow men who has the greatest difficulties in life and provides the greatest injuries to others.”
A smile enriches those who receive it without impoverishing those who give it.
Remember people’s names. Whether you have to repeat it in your head, spell it out, etc.—it’s a subtle but meaningful compliment.
Talk in terms of the other person’s interests. Even if you need to read about it beforehand—if you want to sign a deal with someone, talk to them on a personal level. Know something about them and ask about it.
Look for something in strangers you can genuinely admire and compliment them on it. (I try to do this but feel like I can do it more. The happiness on someone’s face is unmatched.)
Always make the other person feel important.
Part 3: How to Win People to Your Way of Thinking
Let people save face. Even if they’re wrong, you don’t have to explicitly say it—it only embarrasses them and adds nothing to the conversation.
Most arguments end with each side more convinced they’re correct. “A man convinced against his will is of the same opinion still.”
Lord Chesterfield: “Be wiser than other people if you can, but do not tell them so.”
Carnegie suggests softening a point by saying: “I may be wrong, let’s examine the facts and correct me if I am.” (I don’t like this—it feels like it discredits you before you even make your point. But Carnegie claims it disarms the other person.)
Rockefeller calmed down strikers by talking to them directly, showing sympathy rather than fighting. “A drop of honey catches more flies than a gallon of gall.”
Don’t interrupt when people are speaking. They still have ideas of their own “crying for expression,” so they won’t listen to you wholeheartedly if you cut them off.
People may be wrong, but they don’t think so. Don’t condemn or call them out—any fool can do that. Instead, try to understand them. Think how you would feel in their shoes, and why they act the way they do—this is the key to their personality.
In disagreements, try: “I don’t blame you for feeling the way you do. If I were you, I would undoubtedly feel just as you do.” This isn’t a lie—if you had the same environment and experiences as them, you would feel the same way.
Part 4: How to Change People Without Giving Offense or Arousing Resentment
A barber lathers a man before shaving him → begin with praise and honest appreciation.
Call attention to mistakes indirectly (like the garden example).
Ask questions instead of giving direct orders. Example: instead of shouting at a student for mis-parking their car, ask who parked it there and explain why it shouldn’t be parked there. In workplaces, this also stimulates creativity (e.g., “Do you think this would work?”).
Even if you’re right and someone else is wrong, forcing them to “lose face” destroys their ego. Always let people save face.
Give people a fine reputation to live up to. They’ll make a genuine effort to meet it rather than disappoint you. Example: if you want your bed cleaned better, first commend how well they clean in general, build a positive reputation, and then suggest the change you want.
Done.