HOW TO MAKE FRIENDS AND INFLUENCE PEOPLE & HOW TO STOP WORRYING AND START LIVING. Dale Carnegie
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Название: HOW TO MAKE FRIENDS AND INFLUENCE PEOPLE & HOW TO STOP WORRYING AND START LIVING

Автор: Dale Carnegie

Издательство: Bookwire

Жанр: Сделай Сам

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isbn: 9788027222643

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СКАЧАТЬ said, "The last time I was in Japan I bought some chairs, brought them home, and put them in my sun porch. But the sun peeled the paint, so I went downtown the other day and bought some paint and painted the chairs myself. Would you like to see what sort of a job I can do painting chairs? All right. Come up to my home and have lunch with me and I'll show you."

      After lunch, Mr. Eastman showed Adamson the chairs he had brought from Japan. They weren't worth more than a few dollars, but George Eastman, now a multimillionaire, was proud of them because he himself had painted them.

      The order for the seats amounted to $90,000. Who do you suppose got the order - James Adamson or one of his competitors?

      From the time of this story until Mr. Eastman's death, he and James Adamson were close friends.

      Claude Marais, a restaurant owner in Rouen, France, used this principle and saved his restaurant the loss of a key employee. This woman had been in his employ for five years and was a vital link between M. Marais and his staff of twenty-one people. He was shocked to receive a registered letter from her advising him of her resignation.

      M. Marais reported: "I was very surprised and, even more, disappointed, because I was under the impression that I had been fair to her and receptive to her needs. Inasmuch as she was a friend as well as an employee, I probably had taken her too much for granted and maybe was even more demanding of her than of other employees.

      "I could not, of course, accept this resignation without some explanation. I took her aside and said, 'Paulette, you must understand that I cannot accept your resignation You mean a great deal to me and to this company, and you are as important to the success of this restaurant as I am.' I repeated this in front of the entire staff, and I invited her to my home and reiterated my confidence in her with my family present.

      "Paulette withdrew her resignation, and today I can rely on her as never before. I frequently reinforce this by expressing my appreciation for what she does and showing her how important she is to me and to the restaurant."

      "Talk to people about themselves," said Disraeli, one of the shrewdest men who ever ruled the British Empire. "Talk to people about themselves and they will listen for hours."

      ~~~~~~~~~~

       Principle 6 - Make the other person feel important-and do it sincerely.

      Part 2

       In A Nutshell

       Table of Contents

      Six Ways To Make People Like You

       Principle 1 - Become genuinely interested in other people.

       Principle 2 - Smile.

       Principle 3 - Remember that a person's name is to that person the sweetest and most important sound in any language.

       Principle 4 - Be a good listener. Encourage others to talk about themselves.

       Principle 5 - Talk in terms of the other person's interests.

       Principle 6 - Make the other person feel important-and do it sincerely.

      Part 3 - Twelve Ways To Win People To Your Way Of Thinking

       Table of Contents

      Chapter 1 - You Can't Win An Argument

       Table of Contents

      Shortly after the close of World War I, I learned an invaluable lesson one night in London. I was manager at the time for Sir Ross Smith. During the war, Sir Ross had been the Australian ace out in Palestine; and shortly after peace was declared, he astonished the world by flying halfway around it in thirty days. No such feat had ever been attempted before. It created a tremendous sensation. The Australian government awarded him fifty thousand dollars; the King of England knighted him; and, for a while, he was the most talked-about man under the Union Jack. I was attending a banquet one night given in Sir Ross's honor; and 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 be the slightest doubt about it. 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? From Shakespeare? Impossible! Absurd! That quotation was from the Bible. And he knew it.

      The storyteller was sitting on my right; and Frank Gammond, an old friend of mine, was seated at my left. Mr. Gammond had devoted years to the study of Shakespeare, So the storyteller and I agreed to submit the question to Mr. Gammond. Mr. Gammond listened, kicked me under the table, and then said: "Dale, you are wrong. The gentleman is right. It is from the Bible."

      On our way home that night, I said to Mr. Gammond: "Frank, you knew that quotation was from Shakespeare,"

      "Yes, of course," he replied, "Hamlet, Act Five, Scene Two. But we were guests at a festive occasion, my dear Dale. 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? Always avoid the acute angle." The man who said that taught me a lesson I'll never forget. I not only had made the storyteller uncomfortable, but had put my friend in an embarrassing situation. How much better it would have been had I not become argumentative.

      It was a sorely needed lesson because I had been an inveterate arguer. During my youth, I had argued with my brother about everything under the Milky Way. When I went to college, I studied logic and argumentation and went in for debating contests. Talk about being from Missouri, I was born there. I had to be shown. Later, I taught debating and argumentation in New York; and once, I am ashamed to admit, I planned to write a book on the subject. Since then, I have listened to, engaged in, and watched the effect of thousands of arguments. As a result of all this, I have come to the conclusion that there is only one way under high heaven to get the best of an argument - and that is to avoid it .

      Avoid it as you would avoid rattlesnakes and earthquakes.

      Nine times out of ten, an argument ends with each of the contestants more firmly convinced than ever that he is absolutely right.

      You can't win an argument. You can't because if you lose it, you lose it; and if you win it, you lose it. Why? Well, suppose you triumph over the other man and shoot his argument full of holes and prove that he is non compos mentis. Then what? You will feel fine. But what about him? You have made him feel inferior. You have hurt his pride. He will resent your triumph. And -

      A man convinced against his will

      Is of the same opinion still.

      Years ago Patrick J. O'Haire joined one of my classes. He had had little education, and how he loved a scrap! СКАЧАТЬ