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Dale CarnegieA modern alternative to SparkNotes and CliffsNotes, SuperSummary offers high-quality Study Guides with detailed chapter summaries and analysis of major themes, characters, and more. For select classroom titles, we also provide Teaching Guides with discussion and quiz questions to prompt student engagement.
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Everyone wants to feel appreciated and important. They yearn to be acknowledged for their good qualities—that they’re good at their job, have a lovely family, tell great stories, play an instrument beautifully, can cook gourmet meals, have visited all seven continents, or anything they’re proud of. They also want respect for their importance, be it as a civic leader, a job supervisor, a sports coach, a play director, or simply a crosswalk guard.
What they lack, most of the time, is acknowledgment. Bosses criticize and bark orders; friends and family members take each other for granted; conversations break down into arguments and bitterness. A bit of genuine admiration—a dollop of praise—can work wonders in these situations.
In conversations, people can become impatient to express themselves, and sometimes they interrupt to disagree or to crow about their own importance. People also complain easily about others’ behavior or beliefs. These habits harden others against us. It’s far better to show a genuine interest in those we encounter, listen carefully to them, and find things to compliment them on while de-emphasizing their faults.
Small gestures can make a large difference in the quality of interactions. Simply smiling at others, especially when greeting them, makes people feel appreciated. Learning and saying people’s names works wonders because, as Carnegie points out, “the average person is more interested in his or her own name than in all the other names on earth put together” (73). Encouraging people to talk about their interests gives them an opportunity to express themselves, and they’ll think well of you for it.
People care much more about themselves than about you. If, during interactions at home, at work, and after hours, you accept this deep-seated trait and turn it around by becoming interested in them, you’ll be a rare find, and you’ll be much more popular and influential than if you try to interest them in what makes you important and accomplished.
This basic principle doesn’t require you to abandon your own concerns but simply to take a genuine interest in the other person. The results will be gratifying not only to them but to you, as your enjoyment of other people grows, your satisfaction with social encounters increases, and opportunities open up for you because you’ve become more likable. Both you and those you meet will benefit.
Your sincere appreciation for others will reap gains at home and at work because family members and co-workers will try harder to please you. When they know that you like and admire them, even during episodes of disagreement, they’ll go the extra mile to get along with you because you do the same for them.
Winning an argument can be pleasurable, but it can also do great damage. People hate to be told they’re wrong, and evidence against their beliefs and desires can cause them humiliation. As Carnegie says, “You can’t win an argument” (110) because victory loses their friendship and support. The best way to deal with arguments is to avoid them.
There are many ways to sidestep verbal clashes, and there exist several methods for getting what you want without arguing. To avoid trouble, Carnegie suggests start by showing respect for the other person. Arguing is about winning respect, and if you hand it over immediately, this takes the wind out of their anger.
Another technique is to find areas of agreement. Pointing out a number of places where you already agree with your opponent and finding areas where they can say “yes” puts both of you into a cooperative state of mind. If you let them do most of the talking, and quickly admit points where you believe you’re wrong, you may find that the other person becomes more sympathetic to your viewpoint.
When you make a genuine attempt to see the other person’s point of view and sympathize with their concerns, that person ceases to think of you as an opponent. They may even talk themselves into agreeing with you; if so, let them take the credit for the idea.
If you can appeal to their nobler motives, this might bring them around to your side. If they’re reluctant to join you in a project, instead of pleading or arguing, you can challenge them to rise to the occasion; they may accept the dare and impress you and themselves with a successful outcome. Of course, this would prove they were wrong to doubt themselves, but that’s for them to notice on their own.
Sometimes making a dramatic appeal can break a negotiation logjam. Using visuals can sidestep verbal arguments and point directly to the value of your position. Advertisements do this all the time, but individuals can do so in simple, direct ways. One example in the book is the cold-cream researcher who got around his client’s ongoing questions about his study techniques by dumping a set of various cold cream products in their jars onto his desk, each with its research results attached to the jar.
Arguing is counterproductive. Techniques that align you with your opponent so that she or he sees the benefits of working together, generate much better results. The secret is in appreciating the other’s point of view; then, they can appreciate yours.
Being a boss doesn’t mean being bossy; it means leading others and guiding them to where the leader wants to go. This involves, not criticism or threats, but questions, requests for assistance, and inspiring calls to action.
Many supervisors believe that workers only get the job done when they’re goaded, scolded, and threatened. These techniques, however, tend to backfire. Scoldings cause humiliation, and they discourage otherwise competent people. Threats lead to resentment and blowbacks in the form of work slowdowns and uninspired efforts.
A much better approach is to start by expressing appreciation for a worker’s skills and abilities, followed by asking that they fulfill a request in their usual competent way. Asking also for input on how they might best perform a given job can inspire employees to take ownership of the project and do their best at it.
When workers make mistakes, it’s wise to point them out gently and assure them that such things happen to the best employees, and to express confidence that they will no doubt resolve it in an excellent way. Meanwhile, when workers improve their performance, praise should be immediate and full-throated.
One way to increase productivity is to give a worker “a reputation to live up to” (223), one they will want to nurture and polish every day. A related method is to give a person a title of importance for the work they do. In all cases, acknowledging and appreciating the worker’s competencies will fill them with a desire to please and to work hard to validate the praise.
Even a little encouragement can turn failure into success. Stories abound of artists—Enrico Caruso and Charles Dickens among them—who were criticized or ignored in youth but gently encouraged at some point along the way, and that small dose of appreciation gave them the strength to persist and become wildly successful. Unassuming janitors and struggling students have turned their lives around simply because a boss or parent took the time to praise them. One of the simplest, easiest, and most powerful things a leader can do—praise their people—goes under-used, and the person who takes the short time to do so will have great influence.
Leadership, then, isn’t about driving people toward the leader’s goal but inspiring them to take pride in their work, in the challenge of the project, and in the chance to prove themselves. Employees, assistants, children, or anyone being led—when entrusted with responsibilities and inspired by a leader to reach for the heights of quality—will take to their tasks eagerly.