
Rating: 7/10
Overall Thoughts
This book is not just for socially awkward individuals. The content of this book is aimed at helping readers increase skills in human relations by changing our perception towards the people around us, whilst teaching us how to see and judge others. 'How to Win Friends and Influence People' is packed with advice that has carried numerous famous and successful people throughout history up the ladder of success in their personal and business lives.
While this book is well-researched and documented, some of the advice/tactics may come across as too manipulative to be applied ethically. Majority of the examples and stories included in the book are essentially illustrating how to apply these advice/tactics for financial and political gain, instead of teaching us to become better human beings and foster real friendships with others. In that sense, I personally think that religiously following these advice/tactics may possibly do more harm than good in the long run.
Summary of 'How to Win Friends and Influence People'
Part One: Fundamental Techniques in Handling People
Principle 1: Don't criticize, condemn or complain
Principle 1: Don't criticize, condemn or complain
- By criticizing, we do not make lasting changes and often incur resentment.
- When dealing with people, remember we are not dealing with creative creatures of logic. We are dealing with creatures of emotion, creatures bristling with prejudices and motivated by pride and vanity.
- Instead of condemning people, let's try to understand them. Lets try to figure out why they do what they do. That's a lot more profitable and intriguing than criticism; and it breeds sympathy, tolerance and kindness.
Principle 2: Give honest and sincere appreciation
- Appreciation is sincere whilst flattery is insincere. One comes from the heart out; the other from the teeth out. One is unselfish; the other selfish. One is universally admired; the other universally condemned.
- In the long run, flattery will do you more harm than good. Flattery is counterfeit, and like counterfeit money, it will eventually get you into trouble if you pass it to someone else.
Principle 3: Arouse in the other person an eager want
- Before you want to persuade somebody to do something, pause and ask yourself: "How can I make this person want to do it?"
- If there is any one secret of success, it lies in the ability to get the other person's point of view and see things from that person's angle as well as from your own.
Part Two: Six Ways to Make People Like You
Principle 1: Become genuinely interested in other people
- If we want to make friends, let's put ourselves out to do things for other people - things that require time, energy, unselfishness and thoughtfulness.
- If you want others to like you, if you want to develop real friendships, if you want to help others at the same time as you help yourself, keep this principle in mind.
Principle 2: Smile
- Actions speak louder than words, and a smile says, "I like you. You make me happy. I am glad to see you."
- Everybody in the world is seeking happiness - and there is one sure way to find it. That is by controlling your thoughts. Happiness doesn't depend on outward conditions. It depends on inward conditions. It isn't what you have or who you are or where you are or what you are doing that makes you happy or unhappy. It is what you think about it.
Principle 3: Remember that a person's name is to that person the sweetest and most important sound in any language
- Remember that name and call it easily, and you have paid a subtle and very effective compliment. But forget it or misspell it, and you have placed yourself at a sharp disadvantage.
Principle 4: Be a good listener, encourage others to talk about themselves
- People who talk about themselves think only of themselves.
- If you aspire to be a good conversationalist, be an attentive listener. To be interesting, be interested. Ask questions that other persons will enjoy answering. Encourage them to talk about themselves and their accomplishments.
Principle 5: Talk in terms of the other person's interests
Principle 6: Make the other person feel important and do it sincerely
- How? When? Where? The answer is: All the time, everywhere.
- The unvarnished truth is that almost all the people you meet feel themselves superior to you in some way, and a sure way to their hearts is to let them realize in a subtle way that you recognize their importance, and recognize it sincerely.
Part Three: How to Win People to Your Way of Thinking
Principle 1: The only way to get the best of an argument is to avoid it
- Welcome the disagreement. Perhaps this disagreement is your opportunity to be corrected before you make a serious mistake.
- Distrust your first instinctive impression, which is to be defensive. Keep calm and watch out for your first reaction. It may be you at your worst, not your best.
- Control your temper.
- Listen first. Give your opponents a chance to talk. Let them finish. Do not resist, defend or debate. Try to build bridges of understanding. Don't build high barriers of misunderstanding.
- Look for areas of agreement.
- Be honest. Apologize for your mistakes.
- Promise to think over your opponents' ideas and study them carefully. And mean it. Your opponents may be right.
- Thank your opponents sincerely for their interest. Think of them as people who really want to help you, and you may turn your opponents into friends.
- Postpone action to give both sides time to think through the problem.
Principle 2: Show respect for the other person's opinions; never say, "you're wrong"
- Never begin by announcing "I am going to prove so-and-so to you." That's tantamount to saying "I'm smarter than you are. I'm going to tell you a thing or two and make you change your mind." It arouses opposition and makes the listener want to battle with you before you even start.
- If you are going to prove anything, don't let anybody know it. Do it so subtly, so adroitly, that no one will feel you are doing it.
- You will never get into trouble by admitting that you may be wrong. That will stop all argument and inspire your opponent to be just and fair and open and broad-minded as you are. It will make him want to admit that, he, too, may be wrong.
Principle 3: If you are wrong, admit it quickly and emphatically
- There is a certain degree of satisfaction in having the courage to admit one's errors. It not only clears the air of guilt and defensiveness, but often helps solve the problem created by the error.
- When we are right, let's try to win people gently and tactfully to our way of thinking, and when we are wrong - and that will be surprisingly often, if we are honest with ourselves - let's admit our mistakes quickly and with enthusiasm.
Principle 4: Begin in a friendly way
- Scolding parents and domineering bosses and husbands and nagging wives ought to realize that people don't want to change their minds. They can't be forced or driven to agree with you or me. But they may possibly be led to, if we are gentle and friendly, ever so gentle and ever so friendly.
Principle 5: Get the other person saying "yes, yes" immediately
- In talking with people, don't begin by discussing the things on which you differ. Begin by emphasizing - and keep on emphasizing - the things on which you agree. Keep emphasizing, if possible, that you are both striving for the same end and that your only difference is one of method and not of purpose.
- The more "Yeses" we can, at the very outset, induce, the more likely we are to succeed in capturing the attention for our ultimate proposal.
- It doesn't pay to argue; it is much more profitable and much more interesting to look at things from the other person's viewpoint and try to get that person saying 'yes, yes'.
Principle 6: Let the other person do a great deal of the talking
- Let the other person talk themselves out. They know more about their business and problems than you do. Ask them questions and let them tell you a few things. If you disagree with them you may be tempted to interrupt. But don't. They won't pay attention to you while they still have a lot of ideas of their own crying for expression. So listen patiently and with an open mind. Be sincere about it. Encourage them to express their ideas fully.
Principle 7: Let the other person feel that the idea is his or hers
- It is wiser to make suggestions and let the other person think about the conclusion, rather than trying to ram your opinions down the throats of other people.
Principle 8: Try honestly to see things from the other person's point of view
- Other people may be totally wrong, but they don't think so. Don't condemn them. Try to understand them. Only wise, tolerant, exceptional people even try to do that.
- If you say to yourself, "How would I feel, how would I react if I were in his shoes?" you will save yourself time and irritation, for "by becoming interested in the cause, we are less likely to dislike the effect."
Principle 9: Be sympathetic with the other person's ideas and desires
Principle 10: Appeal to the nobler motives
- All people you meet have a high regard for themselves and like to be fine and unselfish in their own estimation.
- All of us, being idealists at heart, like to think of motives that sound good. So, in order to change people, appeal to the nobler motives.
Principle 11: Dramatize your ideas
- Merely stating a truth isn't enough. The truth has to be made vivid, interesting, dramatic. You have to use showmanship. The movies do it. Television does it. And you will have to do it if you want attention.
Principle 12: Throw down a challenge
- The way to get things done is to stimulate competition, that is, the desire to excel.
- That is what every successful person loves: the game. The chance for self-expression. The chance to prove his or her worth, to excel, to win. The desire for a feeling of importance.
Part Four: Be a Leader: How to Change People Without Giving Offense or Arousing Resentment
Principle 1: Begin with praise and honest appreciation
Principle 2: Call attention to people's mistakes indirectly
- Calling attention to one's mistakes indirectly works wonders with sensitive people who may resent bitterly any direct criticism.
Principle 3: Talk about your own mistakes before criticizing the other person
- Admitting one's own mistakes - even when one hasn't corrected them - can help convince somebody to change his behaviour.
Principle 4: Ask questions instead of giving direct orders
- Asking questions not only makes an order more palatable; it often stimulates the creativity of the persons whom you ask. People are more likely to accept an order if they have had a part in the decision that caused the order to be issued.
Principle 5: Let the other person save face
- Even if we are right and the other person is definitely wrong, we only destroy ego by causing someone to lose face.
Principle 6: Praise the slightest improvement and praise every improvement; be "hearty in your approbation and lavish in your praise"
- Everybody likes to be praised, but when praise is specific, it comes across as sincere - not something the other person may be saying just to make one feel good.
- We all crave appreciation and recognition, and will do almost anything to get it. But nobody wants insincerity. Nobody wants flattery.
Principle 7: Give the other person a fine reputation to live up to
- If you want to improve a person in a certain respect, act as though that particular trait were already one of his or her outstanding characteristics.
Principle 8: Use encouragement; make the fault seem easy to correct
- Be liberal with your encouragement, make the thing seem easy to do, let the other person know that you have faith in his ability to do it, that he has an underdeveloped flair for it.
Principle 9: Make the other person happy about doing the thing you suggest
- Be sincere. Don't promise anything that you cannot deliver. Forget about the benefits to yourself and concentrate on the benefits to the other person.
- Know exactly what it is you want the other person to do.
- Be empathetic. Ask yourself what it is the other person really wants.
- Consider the benefits that person will receive from doing what you suggest.
- Match those benefits to the other person's wants.
- When you make your request, put it in a form that will convey to the other person the idea that he personally will benefit.