Dale Carnegie’s books have been sold 20 million copies. This volume gathers two of the unrivaled guru of motivational writing’s best guides in one.
Dale Carnegie’s motivational and practical teachings areas sound today as when they were first written. Bestsellers for more than 60 years, How to Win Friends and Influence People and How to Stop Worrying and Start Living , have taught millions how to achieve the pinnacle of personal and professional success. They’re now together in one must–have volume.
How to Win Friends reveals fundamental techniques for handling people, six ways to make others like you, tricks for becoming a better speaker, and how to be a leader. In How to Stop Worrying , Carnegie offers proven formulas for eliminating 50 percent of your business concerns immediately, suggestions for lessening financial fears, ideas for avoiding emotional upset, and much more. It’s the key to exchanging self–consciousness for self–confidence.
關於作者：
Dale Carnegie November 24, 1888–November 1, 1955 was an American writer and lecturer and the developer of famous courses in self–improvement, salesmanship, corporate training, public speaking, and interpersonal skills. Born into poverty on a farm in Missouri, he was the author of How to Win Friends and Influence People 1936, a massive bestseller that remains popular today. He also wrote How to Stop Worrying and Start Living 1948, Lincoln the Unknown 1932, and several other books.
Carnegie died at his home in Forest Hills, New York. He was buried in the Belton, Cass County, Missouri, cemetery. The official biography from Dale Carnegie Associates, Inc. states that he died of Hodgkin''s disease, complicated with uremia, on November 1, 1955.
目錄：
PART
Fundamental Techniques in Handling People
Chapter
● “If You Want to Gather Honey, Don’t Kick Over the Beehive”
Chapter
● The Big Secret of Dealing With People
Chapter
● “He Who Can Do This Has the Whole World With Him. He Who Cannot Walks a Lonely Way”
PART
Ways to Make People Like You
Chapter
● Do This and You’ll Be Welcome Anywhere
Chapter
● A Simple Way to Make a Good First Impression
Chapter
● If You Don’t Do This, You Are Headed for Trouble
Chapter
● An Easy Way to Become a Good Conversationalist
Chapter
● How to Interest People
Chapter
● How to Make People Like You Instantly
PART
How to Win People to Your Way of Thinking
Chapter
● You Can’t Win an Argument
Chapter
● A Sure Way of Making Enemies and How to Avoid it
Chapter
● If You’re Wrong, Admit It
Chapter
● A Drop of Honey
Chapter
● The Secret of Socrates
Chapter
● The Safety Valve in Handling Complaints
Chapter
● How to Get Cooperation
Chapter
● A Formula That Will Work Wonders for You
Chapter
● What Everybody Wants
Chapter
● An Appeal That Everybody Likes
Chapter
● The Movies Do It. TV Does It. Why Don’t You Do It
Chapter
● When Nothing Else Works, Try This
PART
Be a Leader: How to Change People Without
Giving Offense or Arousing Resentment
Chapter
● If You Must Find Fault, This is the Way to Begin
Chapter
● How to Criticize—and Not Be Hated for it
Chapter
● Talk About Your Own Mistakes First
Chapter
● No One Likes to Take Orders
Chapter
● Let the Other Person Save Face
Chapter
● How to Spur People on to Success
Chapter
● Give a Dog a Good Name
Chapter
● Make the Fault Seem Easy to Correct
Chapter
● Making People Glad to Do What You Want
PART
Fundamental Facts You Should
Know About Worry
Chapter
● Live in “Day-tight Compartments”
Chapter
● A Magic Formula for Solving Worry Situations
Chapter
● What Worry May Do to You
PART
Basic Techniques In Analysing Worry
Chapter
● How To Analyse and Solve Worry Problems
Chapter
● How to Eliminate Fifty Percent of Your Business Worries
PART
How to Break the Worry Habit Before
It Breaks You
Chapter
● How To Crowd Worry Out of Your Mind
Chapter
● Don’t Let the Beetles Get You Down
Chapter
● A Law That Will Outlaw Many of Your Worries
Chapter
● Co-operate With the Inevitable
Chapter
● Put A “Stop-Loss” Order On Your Worries
Chapter
● Don’t Try To Saw Sawdust
PART
Seven Ways to Cultivate a Mental Attitude
That Will Bring You Peace and Happiness
Chapter
● Eight Words That Can Transform Your Life
Chapter
● The High Cost Of Getting Even
Chapter
● If You Do This, You Will Never Worry About Ingratitude
Chapter
● Would You Take a Million Dollars For What You Have
Chapter
● Find Yourself and Be Yourself: Remember There Is No One Else
on Earth Like You
Chapter
● If You Have A Lemon, Make A Lemonade
Chapter
● How To Cure Melancholy in Fourteen Days
PART
How To Keep From Worrying About Criticism
Chapter
● Remember That No One Ever Kicks a Dead Dog
Chapter
● Do This—and Criticism Can’t Hurt You
Chapter
● Fool Things I Have Done
PART
Six Ways to Prevent Fatigue and
Worry Keep Your Energy and Spirits High
Chapter
● How To Add One Hour A Day to Your Waking Life
Chapter
● What Makes You Tired—and What You Can Do About It
Chapter
● How the Housewife Can Avoid Fatigue—and Keep Looking
Young
Chapter
● Four Good Working Habits That Will Help Prevent Fatigue and
Worry
Chapter
● How To Banish the Boredom That Produces Fatigue, Worry,
and Resentment
Chapter
● How To Keep From Worrying About Insomnia
PART
How to Find the Kind of Work in Which
You May Be Happy and Successful
Chapter
● The Major Decision of Your Life
PART
How to Lessen Your Financial Worries
Chapter
● “Seventy Percent Of All Our Worries...”
內容試閱：
“If You Want to Gather Honey,
Don’t Kick Over the Beehive”
On May 7, 1931, the most sensational manhunt New York City had ever known had come to its climax. After weeks of search, “Two Gun” Crowley—the killer, the gunman who didn’t smoke or drink—was at bay, trapped in his sweetheart’s apartment on West End Avenue.
One hundred and fifty policemen and detectives laid siege to his top-floor hideway. They chopped holes in the roof; they to smoke out Crowley, the “cop killer,” with teargas. Then they mounted their machine guns on surrounding buildings, and for more than an hour one of New York’s fine residential
areas reverberated with the crack of pistol fire and the rat-tattat of machine guns. Crowley, crouching behind an over-stuffed chair, fired incessantly at the police. Ten thousand excited people watched the battle. Nothing like it ever been seen before on the sidewalks of New York.
When Crowley was captured, Police Commissioner E. P. Mulrooney declared that the two-gun desperado was one of the most dangerous criminals ever encountered in the history of New York. “He will kill,” said the Commissioner, “at the drop of a feather.”
But how did “Two Gun” Crowley regard himself? We know, because while the police were firing into his apartment, he wrote a letter addressed “To whom it may concern,” And, as he wrote, the blood flowing from his wounds left a crimson trail on the paper. In this letter Crowley said: “Under my coat is a weary heart, but a kind one—one that would do nobody any harm.”
A short time before this, Crowley had been having a necking party with his girl friend on a country road out on Long Island. Suddenly a policeman walked up to the car and said: “Let me see your license.”
Without saying a word, Crowley drew his gun and cut the policeman down with a shower of lead. As the dying officer fell, Crowley leaped out of the car, grabbed the officer’s revolver, and fired another bullet into the prostrate body. And that was the killer who said: “Under my coat is a weary heart, but a kind one— one that would do nobody any harm.”
Crowley was sentenced to the electric chair. When he arrived at the death house in Sing Sing, did he say, “This is what I get for killing people”? No, he said: “This is what I get for defending myself.”
The point of the story is this: “Two Gun” Crowley didn’t blame himself for anything.
Is that an unusual attitude among criminals? If you think so, listen to this:
“I have spent the best years of my life giving people the lighter pleasures, helping them have a good time, and all I get is abuse, the existence of a hunted man.”
That’s Al Capone speaking. Yes, America’s most notorious Public Enemy—the most sinister gang leader who ever shot up Chicago. Capone didn’t condemn himself. He actually regarded himself as a public benefactor—an unappreciated and misunderstood public benefactor.
And so did Dutch Schultz before he crumpled up under gangster bullets in Newark. Dutch Schultz, one of New York’s most notorious rats, said in a newspaper interview that he was a public benefactor. And he believed it.
I have had some interesting correspondence with Lewis Lawes, who was warden of New York’s infamous Sing Sing prison for many years, on this subject, and he declared that “few of the criminals in Sing Sing regard themselves as bad men. They are just as human as you and I. So they rationalize, they explain. They can tell you why they had to crack a safe or be quick on the trigger finger. Most of them attempt by a form of reasoning, fallacious or logical, to justify their antisocial acts even to themselves, consequently stoutly maintaining that they should never have been imprisoned at all.”
If Al Capone, “Two Gun” Crowley, Dutch Schultz, and the desperate men and women behind prison walls don’t blame themselves for anything—what about the people with whom you and I come in contact?
John Wanamaker, founder of the stores that bear his name, once confessed: “I learned thirty years ago that it is foolish to scold. I have enough trouble overcoming my own limitations without fretting over the fact that God has not seen fit to distribute evenly the gift of intelligence.”
Wanamaker learned this lesson early, but I personally had to blunder through this old world for a third of a century before it even began to dawn upon me that ninety-nine times out of a hundred, people don’t criticize themselves for anything, no matter how wrong it may be.
Criticism is futile because it puts a person on the defensive and usually makes him strive to justify himself. Criticism is dangerous, because it wounds a person’s precious pride, hurts his sense of importance, and arouses resentment.
B. F. Skinner, the world-famous psychologist, proved through his experiments that an animal rewarded for good behavior will learn much more rapidly and retain what it learns far more effectively than an animal punished for bad behavior. Later studies have shown that the same applies to humans. By criticizing, we do not make lasting changes and often incur resentment.
Hans Selye, another great psychologist, said, “As much as we thirst for approval, we dread condemnation.”
The resentment that criticism engenders can demoralize employees, family members and friends, and still not correct the situation that has been condemned.
George B. Johnston of Enid, Oklahoma, is the safety coordinator for an engineering company. One of his responsibilities is to see that employees wear their hard hats whenever they are on the job in the field. He reported that whenever he came across workers who were not wearing hard hats, he would tell them with a lot of authority of the regulation and that they must comply. As a result he would get sullen acceptance, and often after he left, the workers would remove the hats.
He decided to try a different approach. The next time he found some of the workers not wearing their hard hat, he asked if the hats were uncomfortable or did not fit properly. Then he reminded the men in a pleasant tone of voice that the hat was designed to protect them from injury and suggested that it always be worn on the job. The result was increased compliance with the regulation with no resentment or emotional upset.
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