How to Win Friends and Influence People

       EIGHT THINGS THIS BOOK WILL

              HELP YOU ACHIEVE

       1.
Get out of a mental rut, think new thoughts, acquire

            new visions, discover new ambitions.

            2. Make friends quickly and easily.

            3. Increase your popularity.

            4. Win people to your way of thinking.

            5. Increase your influence, your prestige, your ability

            to get things done.

            6. Handle complaints, avoid arguments, keep your

            human contacts smooth and pleasant.

            7. Become a better speaker, a more entertaining

            conversationalist.

            8. Arouse enthusiasm among your associates.

            This book has done all these things for more than ten

            million readers in thirty-six languages.

            This Book Is Dedicated to a Man

            Who Doesn’t Need to Read It:-

             My Cherished Friend

             HOMER CROY

       
HOW TO

   Win Friends

AND

Influence

People

REVISED EDITION

Dale Carnegie

Editorial
Consultant: Dorothy Carnegie

Editorial Assistance: Arthur R. Pell, Ph.D.

SIMON AND SCHUSTER

NEW YORK

Copyright 1936 by Dale Carnegie, copyright renewed © 1964

by Donna Dale Carnegie and Dorothy Carnegie

Revised Edition copyright © 1981

by Donna Dale Carnegie and

Dorothy Carnegie

All rights reserved

including the right of reproduction

in whole or in part in any form

Published by Simon and Schuster

A Division of Gulf & Western Corporation

Simon & Schuster Building

Rockefeller Center

1230 Avenue of the Americas

New York, New York 10020

SIMON AND SCHUSTER and colophon are trademarks of Simon & Schuster

Designed by Stanley S. Drate

Manufactured in the United States of America

19 20 18

Library of Congress Cataloging in Publication Data

Carnegie, Dale, 1888-1955.

How to win friends and influence people.

Includes index.

1. Success. I. Title.

BF637.S8C37         1981       158’. 1     80-28759

ISBN O-671-42517-X

Preface

to Revised Edition

How to Win Friends and Influence People
was first published

in
1937
in an edition of only five thousand copies.

Neither Dale Carnegie nor the publishers, Simon and

Schuster, anticipated more than this modest sale. To

their amazement, the book became an overnight sensation,

and edition after edition rolled off the presses to

keep up with the increasing public demand. Now
to Win

Friends and InfEuence People
took its place in publishing

 history as one of the all-time international best-sellers.

It touched a nerve and filled a human need that was

more than a faddish phenomenon of post-Depression

days, as evidenced by its continued and uninterrupted

sales into the eighties, almost half a century later.

Dale Carnegie used to say that it was easier to make a

million dollars than to put a phrase into the English language.

How to Win Friends and Influence People
became

such a phrase, quoted, paraphrased, parodied,

used in innumerable contexts from political cartoon to

novels. The book itself was translated into almost every

known written language. Each generation has discovered

it anew and has found it relevant.

Which brings us to the logical question: Why revise a

book that has proven and continues to prove its vigorous

and universal appeal? Why tamper with success?

To answer that, we must realize that Dale Carnegie

himself was a tireless reviser of his own work during his

lifetime. How to Win Friends and Influence People was

written to be used as a textbook for his courses in Effective

Speaking and Human Relations and is still used in

those courses today. Until his death in 1955 he constantly

improved and revised the course itself to make it

applicable to the evolving needs of an every-growing

public. No one was more sensitive to the changing currents

of present-day life than Dale Carnegie. He constantly

improved and refined his methods of teaching;

he updated his book on Effective Speaking several

times. Had he lived longer, he himself would have revised

How to Win Friends and Influence People
to better

reflect the changes that have taken place in the world

since the thirties.

Many of the names of prominent people in the book,

well known at the time of first publication, are no longer

recognized by many of today’s readers. Certain examples

and phrases seem as quaint and dated in our social

climate as those in a Victorian novel. The important message

and overall impact of the book is weakened to that

extent.

Our purpose, therefore, in this revision is to clarify

and strengthen the book for a modern reader without

tampering with the content. We have not “changed”

How
to Win Friends and Influence People
except to

make a few excisions and add a few more contemporary

examples. The brash, breezy Carnegie style is intact-even

the thirties slang is still there. Dale Carnegie wrote

as he spoke, in an intensively exuberant, colloquial,

conversational manner.

So his voice still speaks as forcefully as ever, in the

book and in his work. Thousands of people all over the

world are being trained in Carnegie courses in increasing

numbers each year. And other thousands are reading

 and studying
How to Win Friends and lnfluence People

 and being inspired to use its principles to better their

 
lives. To all of them, we offer this revision in the spirit

 of the honing and polishing of a finely made tool.

 Dorothy Carnegie

 (Mrs. Dale Carnegie)

How This Book Was

Written-And Why

Dale Carnegie

During the first thirty-five years of the twentieth century,

the publishing houses of America printed more

than a fifth of a million different books. Most of them

were deadly dull, and many were financial failures.

“Many,” did I say? The president of one of the largest

publishing houses in the world confessed to me that his

company, after seventy-five years of publishing experience,

still lost money on seven out of every eight books

it published.

Why, then, did I have the temerity to write another

book? And, after I had written it, why should you bother

to read it?

Fair questions, both; and I'll try to answer them.

I have, since 1912, been conducting educational

courses for business and professional men and women

in New York. At first, I conducted courses in public

speaking only - courses designed to train adults, by actual

experience, to think on their feet and express their

ideas with more clarity, more effectiveness and more

poise, both in business interviews and before groups.

But gradually, as the seasons passed, I realized that as

sorely as these adults needed training in effective speaking,

they needed still more training in the fine art of

getting along with people in everyday business and social

contacts.

I also gradually realized that I was sorely in need of

such training myself. As I look back across the years, I

am appalled at my own frequent lack of finesse and

understanding. How I wish a book such as this had been

placed in my hands twenty years ago! What a priceless

boon it would have been.

Dealing with people is probably the biggest problem

you face, especially if you are in business. Yes, and that

is also true if you are a housewife, architect or engineer.

Research done a few years ago under the auspices of the

Carnegie Foundation for the Advancement of Teaching

uncovered a most important and significant fact - a fact

later confirmed by additional studies made at the Carnegie

Institute of Technology. These investigations revealed

that even in such technical lines as engineering,

about 15 percent of one's financial success is due to

one’s technical knowledge and about 85 percent is due

to skill in human engineering-to personality and the

ability to lead people.

For many years, I conducted courses each season at

the Engineers’ Club of Philadelphia, and also courses

for the New York Chapter of the American Institute of

Electrical Engineers. A total of probably more than fifteen

hundred engineers have passed through my

classes. They came to me because they had finally realized,

after years of observation and experience, that the

highest-paid personnel in engineering are frequently

not those who know the most about engineering. One

can for example, hire mere technical ability in engineering,

accountancy, architecture or any other profession

at nominal salaries. But the person who has

technical knowledge plus the ability to express ideas, to

assume leadership, and to arouse enthusiasm among

people-that person is headed for higher earning power.

In the heyday of his activity, John D. Rockefeller said

that “the ability to deal with people is as purchasable a

commodity as sugar or coffee.” “And I will pay more for

that ability,” said John D., “than for any other under the

sun.”

Wouldn’t you suppose that every college in the land

would conduct courses to develop the highest-priced

ability under the sun? But if there is just one practical,

common-sense course of that kind given for adults in

even one college in the land, it has escaped my attention

up to the present writing.

The University of Chicago and the United Y.M.C.A.

Schools conducted a survey to determine what adults

want to study.

That survey cost $25,000 and took two years. The last

part of the survey was made in Meriden, Connecticut. It

had been chosen as a typical American town. Every

adult in Meriden was interviewed and requested to answer

156 questions-questions such as “What is your

business or profession? Your education? How do you

spend your spare time? What is your income? Your hobbies?

Your ambitions? Your problems? What subjects are

you most interested in studying?” And so on. That survey

revealed that health is the prime interest of adults

and that their second interest is people; how to understand

and get along with people; how to make people

like you; and how to win others to your way of thinking.

So the committee conducting this survey resolved to

conduct such a course for adults in Meriden. They

searched diligently for a practical textbook on the subject

 and found-not one. Finally they approached one of

the world’s outstanding authorities on adult education

and asked him if he knew of any book that met the needs

of this group. “No,” he replied, "I know what those

adults want. But the book they need has never been

written.”

I knew from experience that this statement was true,

for I myself had been searching for years to discover a

practical, working handbook on human relations.

Since no such book existed, I have tried to write one

for use in my own courses. And here it is. I hope you

like it.

In preparation for this book, I read everything that I

could find on the subject- everything from newspaper

columns, magazine articles, records of the family courts,

the writings of the old philosophers and the new

psychologists. In addition, I hired a trained researcher to

spend one and a half years in various libraries reading

everything I had missed, plowing through erudite tomes

on psychology, poring over hundreds of magazine articles,

searching through countless biographies, trying to

ascertain how the great leaders of all ages had dealt with

people. We read their biographies, We read the life stories

of all great leaders from Julius Caesar to Thomas Edison.

I recall that we read over one hundred biographies

of Theodore Roosevelt alone. We were determined

to spare no time, no expense, to discover every

practical idea that anyone had ever used throughout the

ages for winning friends and influencing people.

I personally interviewed scores of successful people,

some of them world-famous-inventors like Marconi

and Edison; political leaders like Franklin D. Roosevelt

and James Farley; business leaders like Owen D.

Young; movie stars like Clark Gable and Mary Pickford;

and explorers like Martin Johnson-and tried to discover

the techniques they used in human relations.

From all this material, I prepared a short talk. I called

it “How to Win Friends and Influence People.” I say

“short.” It was short in the beginning, but it soon

expanded to a lecture that consumed one hour and thirty

minutes. For years, I gave this talk each season to the

adults in the Carnegie Institute courses in New York.

I gave the talk and urged the listeners to go out and

test it in their business and social contacts, and then

come back to class and speak about their experiences

and the results they had achieved. What an interesting

assignment! These men and women, hungry for self-

improvement, were fascinated by the idea of working in a

new kind of laboratory - the first and only laboratory of

human relationships for adults that had ever existed.

This book wasn’t written in the usual sense of the

word. It grew as a child grows. It grew and developed

out of that laboratory, out of the experiences of thousands

of adults.

Years ago, we started with a set of rules printed on a

card no larger than a postcard. The next season we

printed a larger card, then a leaflet, then a series of booklets,

each one expanding in size and scope. After fifteen

years of experiment and research came this book.

The rules we have set down here are not mere theories

or guesswork. They work like magic. Incredible as

it sounds, I have seen the application of these principles

literally revolutionize the lives of many people.

To illustrate: A man with 314 employees joined one of

these courses. For years, he had driven and criticized

and condemned his employees without stint or discretion.

Kindness, words of appreciation and encouragement

were alien to his lips. After studying the principles

discussed in this book, this employer sharply altered his

philosophy of life. His organization is now inspired with

a new loyalty, a new enthusiasm, a new spirit of team-

work. Three hundred and fourteen enemies have been

turned into 314 friends. As he proudly said in a speech

before the class: “When I used to walk through my establishment,

no one greeted me. My employees actually

looked the other way when they saw me approaching.

But now they are all my friends and even the janitor

calls me by my first name.”

This employer gained more profit, more leisure and

-what is infinitely more important-he found far more

happiness in his business and in his home.

Countless numbers of salespeople have sharply increased

their sales by the use of these principles. Many

have opened up new accounts - accounts that they had

formerly solicited in vain. Executives have been given

increased authority, increased pay. One executive reported

a large increase in salary because he applied

these truths. Another, an executive in the Philadelphia

Gas Works Company, was slated for demotion when he

was sixty-five because of his belligerence, because of his

inability to lead people skillfully. This training not only

saved him from the demotion but brought him a promotion

with increased pay.

On innumerable occasions, spouses attending the banquet

given at the end of the course have told me that

their homes have been much happier since their husbands

or wives started this training.

People are frequently astonished at the new results

they achieve. It all seems like magic. In some cases, in

their enthusiasm, they have telephoned me at my home

on Sundays because they couldn’t wait forty-eight hours

to report their achievements at the regular session of the

course.

One man was so stirred by a talk on these principles

that he sat far into the night discussing them with other

members of the class. At three o’clock in the morning,

the others went home. But he was so shaken by a realization

of his own mistakes, so inspired by the vista of a

new and richer world opening before him, that he was

unable to sleep. He didn’t sleep that night or the next

day or the next night.

Who was he? A naive, untrained individual ready to

gush over any new theory that came along? No, Far from

it. He was a sophisticated, blasé dealer in art, very much

the man about town, who spoke three languages fluently

and was a graduate of two European universities.

While writing this chapter, I received a letter from a

German of the old school, an aristocrat whose forebears

had served for generations as professional army officers

under the Hohenzollerns. His letter, written from a

transatlantic steamer, telling about the application of

these principles, rose almost to a religious fervor.

Another man, an old New Yorker, a Harvard graduate,

a wealthy man, the owner of a large carpet factory, declared

he had learned more in fourteen weeks through

this system of training about the fine art of influencing

people than he had learned about the same subject during

his four years in college. Absurd? Laughable? Fantastic?

Of course, you are privileged to dismiss this

statement with whatever adjective you wish. I am

merely reporting, without comment, a declaration made

by a conservative and eminently successful Harvard

graduate in a public address to approximately six

hundred people at the Yale Club in New York on the

evening of Thursday, February 23, 1933.

“Compared to what we ought to be,” said the famous

Professor William James of Harvard, “compared to what

we ought to be, we are only half awake. We are making

use of only a small part of our physical and mental resources.

Stating the thing broadly, the human individual

thus lives far within his limits. He possesses powers of

various sorts which he habitually fails to use,”

Those powers which you “habitually fail to use”! The

sole purpose of this book is to help you discover, develop

and profit by those dormant and unused assets,

“Education,” said Dr. John G. Hibben, former president

of Princeton University, “is the ability to meet life’s

situations,”

If by the time you have finished reading the first three

chapters of this book- if you aren’t then a little better

equipped to meet life’s situations, then I shall consider