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How to Win Friends AND Influence People by Dale Carnegie Paperback – February 6, 2013
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You can go after the job you want—and get it!
You can take the job you have—and improve it!
You can take any situation—and make it work for you!
Dale Carnegie’s rock-solid, time-tested advice has carried countless people up the ladder of success in their business and personal lives. One of the most groundbreaking and timeless bestsellers of all time, How to Win Friends & Influence People will teach you:
-Six ways to make people like you
-Twelve ways to win people to your way of thinking
-Nine ways to change people without arousing resentment
And much more! Achieve your maximum potential—a must-read for the twenty-first century with more than 15 million copies sold!
- Print length234 pages
- LanguageEnglish
- Publication dateFebruary 6, 2013
- Dimensions6.85 x 0.53 x 10.3 inches
- ISBN-101439167346
- ISBN-13978-1439167342
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Excerpt. © Reprinted by permission. All rights reserved.
"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 hideaway. They chopped holes in the roof; they tried to smoke out Crowley, the "cop killer," with tear gas. 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 therat-tat-tat of machine guns. Crowley, crouching behind an overstuffed chair, fired incessantly at the police. Ten thousand excited people watched the battle. Nothing like it had 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 his 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.
You will find examples of the futility of criticism bristling on a thousand pages of history. Take, for example, the famous quarrel between Theodore Roosevelt and President Taft -- a quarrel that split the Republican party, put Woodrow Wilson in the White House, and wrote bold, luminous lines across the First World War and altered the flow of history. Let's review the facts quickly. When Theodore Roosevelt stepped out of the White House in 1908, he supported Taft, who was elected President. Then Theodore Roosevelt went off to Africa to shoot lions. When he returned, he exploded. He denounced Taft for his conservatism, tried to secure the nomination for a third term himself, formed the Bull Moose party, and all but demolished the G.O.P. In the election that followed, William Howard Taft and the Republican party carried only two states -- Vermont and Utah. The most disastrous defeat the party had ever known.
Theodore Roosevelt blamed Taft, but did President Taft blame himself? Of course not. With tears in his eyes, Taft said: "I don't see how I could have done any differently from what I have."
Who was to blame? Roosevelt or Taft? Frankly, I don't know, and I don't care. The point I am trying to make is that all of Theodore Roosevelt's criticism didn't persuade Taft that he was wrong. It merely made Taft strive to justify himself and to reiterate with tears in his eyes: "I don't see how I could have done any differently from what I have."
Or, take the Teapot Dome oil scandal. It kept the newspapers ringing with indignation in the early 1920s. It rocked the nation! Within the memory of living men, nothing like it had ever happened before in American public life. Here are the bare facts of the scandal: Albert B. Fall, secretary of the interior in Harding's cabinet, was entrusted with the leasing of government oil reserves at Elk Hill and Teapot Dome -- oil reserves that had been set aside for the future use of the Navy. Did Secretary Fall permit competitive bidding? No sir, He handed the fat, juicy contract outright to his friend Edward L. Doheny. And what did Doheny do? He gave Secretary Fall what he was pleased to call a "loan" of one hundred thousand dollars. Then, in a high-handed manner, Secretary Fall ordered United States Marines into the district to drive off competitors whose adjacent wells were sapping oil out of the Elk Hill reserves. These competitors, driven off their ground at the ends of guns and bayonets, rushed into court -- and blew the lid off the Teapot Dome scandal. A stench arose so vile that it ruined the Harding Administration, nauseated an entire nation, threatened to wreck the Republican party, and put Albert B. Fall behind prison bars.
Fall was condemned viciously -- condemned as few men in public life have ever been. Did he repent? Never! Years later Herbert Hoover intimated in a public speech that President Harding's death had been due to mental anxiety and worry because a friend had betrayed him. When Mrs. Fall heard that, she sprang from her chair, she wept, she shook her fists at fate and screamed: "What! Harding betrayed by Fall? No! My husband never betrayed anyone. This whole house full of gold would not tempt my husband to do wrong. He is the one who has been betrayed and led to the slaughter and crucified."
There you are; human nature in action, wrongdoers, blaming everybody but themselves. We are all like that. So when you and I are tempted to criticize someone tomorrow, let's remember Al Capone, "Two Gun" Crowley and Albert Fall. Let's realize that criticisms are like homing pigeons. They always return home. Let's realize that the person we are going to correct and condemn will probably justify himself or herself, and condemn us in return; or, like the gentle Taft, will say: "I don't see how I could have done any differently from what I have."
On the morning of April 15, 1865, Abraham Lincoln lay dying in a hall bedroom of a cheap lodging house directly across the street from Ford's Theater, where John Wilkes Booth had shot him. Lincoln's long body lay stretched diagonally across a sagging bed that was too short for him. A cheap reproduction of Rosa Bonheur's famous paintingThe Horse Fair hung above the bed, and a dismal gas jet flickered yellow light.
As Lincoln lay dying, Secretary of War Stanton said, "There lies the most perfect ruler of men that the world has ever seen."
What was the secret of Lincoln's success in dealing with people? I studied the life of Abraham Lincoln for ten years and devoted all of three years to writing and rewriting a book entitledLincoln the Unknown. I believe I have made as detailed and exhaustive a study of Lincoln's personality and home life as it is possible for any being to make. I made a special study of Lincoln's method of dealing with people. Did he indulge in criticism? Oh, yes. As a young man in the Pigeon Creek Valley of Indiana, he not only criticized but he wrote letters and poems ridiculing people and dropped these letters on the country roads where they were sure to be found. One of these letters aroused resentments that burned for a lifetime.
Even after Lincoln had become a practicing lawyer in Springfield, Illinois, he attacked his opponents openly in letters published in the newspapers. But he did this just once too often.
In the autumn of 1842 he ridiculed a vain, pugnacious politician by the name of James Shields. Lincoln lampooned him through an anonymous letter published in the SpringfieldJournal. The town roared with laughter. Shields, sensitive and proud, boiled with indignation. He found out who wrote the letter, leaped on his horse, started after Lincoln, and challenged him to fight a duel. Lincoln didn't want to fight. He was opposed to dueling, but he couldn't get out of it and save his honor. He was given the choice of weapons. Since he had very long arms, he chose cavalry broadswords and took lessons in sword fighting from a West Point graduate; and, on the appointed day, he and Shields met on a sandbar in the Mississippi River, prepared to fight to the death; but, at the last minute, their seconds interrupted and stopped the duel.
That was the most lurid personal incident in Lincoln's life. It taught him an invaluable lesson in the art of dealing with people. Never again did he write an insulting letter. Never again did he ridicule anyone. And from that time on, he almost never criticized anybody for anything.
Time after time, during the Civil War, Lincoln put a new general at the head of the Army of the Potomac, and each one in turn -- McClellan, Pope, Burnside, Hooker, Meade -- blundered tragically and drove Lincoln to pacing the floor in despair. Half the nation savagely condemned these incompetent generals, but Lincoln, "with malice toward none, with charity for all," held his peace. One of his favorite quotations was "Judge not, that ye be not judged."
And when Mrs. Lincoln and others spoke harshly of the southern people, Lincoln replied: "Don't criticize them; they are just what we would be under similar circumstances."
Yet if any man ever had occasion to criticize, surely it was Lincoln. Let's take just one illustration:
The Battle of Gettysburg was fought during the first three days of July 1863. During the night of July 4, Lee began to retreat southward while storm clouds deluged the country with rain. When Lee reached the Potomac with his defeated army, he found a swollen, impassable river in front of him, and a victorious Union Army behind him. Lee was in a trap. He couldn't escape. Lincoln saw that. Here was a golden, heaven-sent opportunity -- the opportunity to capture Lee's army and end the war immediately. So, with a surge of high hope, Lincoln ordered Meade not to call a council of war but to attack Lee immediately. Lincoln telegraphed his orders and then sent a special messenger to Meade demanding immediate action.
And what did General Meade do? He did the very opposite of what he was told to do. He called a council of war in direct violation of Lincoln's orders. He hesitated. He procrastinated. He telegraphed all manner of excuses. He refused point-blank to attack Lee. Finally the waters receded and Lee escaped over the Potomac with his forces.
Lincoln was furious. "What does this mean?" Lincoln cried to his son Robert. "Great God! What does this mean? We had them within our grasp, and had only to stretch forth our hands and they were ours; yet nothing that I could say or do could make the army move. Under the circumstances, almost any general could have defeated Lee. If I had gone up there, I could have whipped him myself."
In bitter disappointment, Lincoln sat down and wrote Meade this letter. And remember, at this period of his life Lincoln was extremely conservative and restrained in his phraseology. So this letter coming from Lincoln in 1863 was tantamount to the severest rebuke.
My dear General,I do not believe you appreciate the magnitude of the misfortune involved in Lee's escape. He was within our easy grasp, and to have closed upon him would, in connection with our other late successes, have ended the war. As it is, the war will be prolonged indefinitely. If you could not safely attack Lee last Monday, how can you possibly do so south of the river, when you can take with you very few -- no more than two-thirds of the force you then had in hand? It would be unreasonable to expect and I do not expect that you can now effect much. Your golden opportunity is gone, and I am distressed immeasurably because of it.
What do you suppose Meade did when he read the letter?
Meade never saw that letter. Lincoln never mailed it. It was found among his papers after his death.
My guess is -- and this is only a guess -- that after writing that letter, Lincoln looked out of the window and said to himself, "Just a minute. Maybe I ought not to be so hasty. It is easy enough for me to sit here in the quiet of the White House and order Meade to attack; but if I had been up at Gettysburg, and if I had seen as much blood as Meade has seen during the last week, and if my ears had been pierced with the screams and shrieks of the wounded and dying, maybe I wouldn't be so anxious to attack either. If I had Meade's timid temperament, perhaps I would have done just what he had done. Anyhow, it is water under the bridge now. If I send this letter, it will relieve my feelings, but it will make Meade try to justify himself. It will make him condemn me. It will arouse hard feelings, impair all his further usefulness as a commander, and perhaps force him to resign from the army."
So, as I have already said, Lincoln put the letter aside, for he had learned by bitter experience that sharp criticisms and rebukes almost invariably end in futility.
Theodore Roosevelt said that when he, as President, was confronted with a perplexing problem, he used to lean back and look up at a large painting of Lincoln which hung above his desk in the White House and ask himself, "What would Lincoln do if he were in my shoes? How would he solve this problem?"
The next time we are tempted to admonish somebody, let's pull a five-dollar bill out of our pocket, look at Lincoln's picture on the bill, and ask, "How would Lincoln handle this problem if he had it?"
Mark Twain lost his temper occasionally and wrote letters that turned the paper brown. For example, he once wrote to a man who had aroused his ire: "The thing for you is a burial permit. You have only to speak and I will see that you get it." On another occasion he wrote to an editor about a proofreader's attempts to "improve my spelling and punctuation." He ordered: "Set the matter according to my copy hereafter and see that the proofreader retains his suggestions in the mush of his decayed brain."
The writing of these stinging letters made Mark Twain feel better. They allowed him to blow off steam, and the letters didn't do any real harm, because Mark Twain's wife secretly lifted them out of the mail. They were never sent.
Do you know someone you would like to change and regulate and improve? Good! That is fine. I am all in favor of it. But why not begin on yourself? From a purely selfish standpoint, that is a lot more profitable than trying to improve others -- yes, and a lot less dangerous. "Don't complain about the snow on your neighbor's roof," said Confucius, "when your own doorstep is unclean."
When I was still young and trying hard to impress people, I wrote a foolish letter to Richard Harding Davis, an author who once loomed large on the literary horizon of America. I was preparing a magazine article about authors, and I asked Davis to tell me about his method of work. A few weeks earlier, I had received a letter from someone with this notation at the bottom: "Dictated but not read." I was quite impressed. I felt that the writer must be very big and busy and important. I wasn't the slightest bit busy, but I was eager to make an impression on Richard Harding Davis, so I ended my short note with the words: "Dictated but not read."
He never troubled to answer the letter. He simply returned it to me with this scribbled across the bottom: "Your bad manners are exceeded only by your bad manners." True, I had blundered, and perhaps I deserved this rebuke. But, being human, I resented it. I resented it so sharply that when I read of the death of Richard Harding Davis ten years later, the one thought that still persisted in my mind -- I am ashamed to admit -- was the hurt he had given me.
If you and I want to stir up a resentment tomorrow that may rankle across the decades and endure until death, just let us indulge in a little stinging criticism -- no matter how certain we are that it is justified.
When dealing with people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion, creatures bristling with prejudices and motivated by pride and vanity.
Bitter criticism caused the sensitive Thomas Hardy, one of the finest novelists ever to enrich English literature, to give up forever the writing of fiction. Criticism drove Thomas Chatterton, the English poet, to suicide.
Benjamin Franklin, tactless in his youth, became so diplomatic, so adroit at handling people, that he was made American Ambassador to France. The secret of his success? "I will speak ill of no man," he said, "...and speak all the good I know of everybody."
Any fool can criticize, condemn and complain -- and most fools do.
But it takes character and self-control to be understanding and forgiving.
"A great man shows his greatness," said Carlyle, "by the way he treats little men."
Bob Hoover, a famous test pilot and frequent performer at air shows, was returning to his home in Los Angeles from an air show in San Diego. As described in the magazineFlight Operations, at three hundred feet in the air, both engines suddenly stopped. By deft maneuvering he managed to land the plane, but it was badly damaged although nobody was hurt.
Hoover's first act after the emergency landing was to inspect the airplane's fuel. Just as he suspected, the World War II propeller plane he had been flying had been fueled with jet fuel rather than gasoline.
Upon returning to the airport, he asked to see the mechanic who had serviced his airplane. The young man was sick with the agony of his mistake. Tears streamed down his face as Hoover approached. He had just caused the loss of a very expensive plane and could have caused the loss of three lives as well.
You can imagine Hoover's anger. One could anticipate the tongue-lashing that this proud and precise pilot would unleash for that carelessness. But Hoover didn't scold the mechanic; he didn't even criticize him. Instead, he put his big arm around the man's shoulder and said, "To show you I'm sure that you'll never do this again, I want you to service my F-51 tomorrow."
Often parents are tempted to criticize their children. You would expect me to say "don't." But I will not. I am merely going to say,"Before you criticize them, read one of the classics of American journalism, 'Father Forgets.'" It originally appeared as an editorial in thePeople's Home Journal. We are reprinting it here with the author's permission, as condensed in theReader's Digest:
"Father Forgets" is one of those little pieces which -- dashed off in a moment of sincere feeling -- strikes an echoing chord in so many readers as to become a perennial reprint favorite. Since its first appearance, "Father Forgets" has been reproduced, writes the author, W. Livingston Larned, "in hundreds of magazines and house organs, and in newspapers the country over. It has been reprinted almost as extensively in many foreign languages. I have given personal permission to thousands who wished to read it from school, church, and lecture platforms. It has been 'on the air' on countless occasions and programs. Oddly enough, college periodicals have used it, and high-school magazines. Sometimes a little piece seems mysteriously to 'click.' This one certainly did."
FATHER FORGETS
W. Livingston Larned
Listen, son: I am saying this as you lie asleep, one little paw crumpled under your cheek and the blond curls stickily wet on your damp forehead. I have stolen into your room alone. Just a few minutes ago, as I sat reading my paper in the library, a stifling wave of remorse swept over me. Guiltily I came to your bedside.There are the things I was thinking, son: I had been cross to you. I scolded you as you were dressing for school because you gave your face merely a dab with a towel. I took you to task for not cleaning your shoes. I called out angrily when you threw some of your things on the floor.
At breakfast I found fault, too. You spilled things. You gulped down your food. You put your elbows on the table. You spread butter too thick on your bread. And as you started off to play and I made for my train, you turned and waved a hand and called, "Goodbye, Daddy!" and I frowned, and said in reply, "Hold your shoulders back!"
Then it began all over again in the late afternoon. As I came up the road I spied you, down on your knees, playing marbles. There were holes in your stockings. I humiliated you before your boyfriends by marching you ahead of me to the house. Stockings were expensive -- and if you had to buy them you would be more careful! Imagine that, son, from a father!
Do you remember, later, when I was reading in the library, how you came in timidly, with a sort of hurt look in your eyes? When I glanced up over my paper, impatient at the interruption, you hesitated at the door. "What is it you want?" I snapped.
You said nothing, but ran across in one tempestuous plunge, and threw your arms around my neck and kissed me, and your small arms tightened with an affection that God had set blooming in your heart and which even neglect could not wither. And then you were gone, pattering up the stairs.
Well, son, it was shortly afterwards that my paper slipped from my hands and a terrible sickening fear came over me. What has habit been doing to me? The habit of finding fault, of reprimanding -- this was my reward to you for being a boy. It was not that I did not love you; it was that I expected too much of youth. I was measuring you by the yardstick of my own years.
And there was so much that was good and fine and true in your character. The little heart of you was as big as the dawn itself over the wide hills. This was shown by your spontaneous impulse to rush in and kiss me good night. Nothing else matters tonight, son. I have come to your bedside in the darkness, and I have knelt there, ashamed!
It is a feeble atonement; I know you would not understand these things if I told them to you during your waking hours. But tomorrow I will be a real daddy! I will chum with you, and suffer when you suffer, and laugh when you laugh. I will bite my tongue when impatient words come. I will keep saying as if it were a ritual: "He is nothing but a boy -- a little boy!"
I am afraid I have visualized you as a man. Yet as I see you now, son, crumpled and weary in your cot, I see that you are still a baby. Yesterday you were in your mother's arms, your head on her shoulder. I have asked too much, too much.
Instead of condemning people, let's try to understand them. Let's 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. "To know all is to forgive all."
As Dr. Johnson said: "God himself, sir, does not propose to judge man until the end of his days.."
Why should you and I?
Principle 1
Don't criticize, condemn or complain.
Copyright © 1936 by Dale Carnegie
Product details
- Publisher : Simon & Schuster; Reissue edition (February 6, 2013)
- Language : English
- Paperback : 234 pages
- ISBN-10 : 1439167346
- ISBN-13 : 978-1439167342
- Item Weight : 12.6 ounces
- Dimensions : 6.85 x 0.53 x 10.3 inches
- Best Sellers Rank: #364,595 in Books (See Top 100 in Books)
- #1,363 in Communication & Social Skills (Books)
- #1,494 in Interpersonal Relations (Books)
- #5,016 in Success Self-Help
- Customer Reviews:
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About the author

Dale Carnegie (1888-1955) described himself as a "simple country boy" from Missouri but was also a pioneer of the self-improvement genre. Since the 1936 publication of his first book, How to Win Friends and Influence People, he has touched millions of readers and his classic works continue to impact lives to this day.
Image by Dale Carnegie Created in vector format by Scewing (Heritage Auctions) [Public domain], via Wikimedia Commons
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Customers find the book invaluable for personal development, appreciating how it breaks down concepts into simple language and provides fundamental ideas for improving human relations. Moreover, they consider it a timeless classic that offers wonderful suggestions for leadership and works effectively in real-life situations. However, the reading pace receives mixed reactions, with some finding it engaging while others find it boring.
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Customers find the book highly readable, describing it as a wonderful and fun read that provides a constant learning experience.
"...An easy to read manuscript divided into small easily-digestible chunks with practical advice and examples to back each advice up...." Read more
"...include removal of filler words, word substitutions, and rewriting story examples...." Read more
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Customers find the book insightful and life-changing, containing many great pieces of advice.
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"...picture of the particular topic, not only because they concern different areas of life...." Read more
"...One of the things that make this book so powerful is the fact that every piece of advice Carnegie offers is supported with real life examples...." Read more
Customers find the book easy to understand, appreciating that the concepts are broken down into simple language and seem obvious.
"...It’s no surprise why. An easy to read manuscript divided into small easily-digestible chunks with practical advice and examples to back each advice..." Read more
"...📌 Grammar revisions make the book easier to read. Examples include removal of filler words, word substitutions, and rewriting story examples...." Read more
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Customers praise the book's approach to interpersonal relationships, highlighting its fundamental ideas on improving human interactions and managing personal connections.
"...This book is the result of a lifetime of work and experience in human psychology and relationships...." Read more
"...These techniques include giving honest, sincere appreciation to others, and not criticizing or complaining about them...." Read more
"...The book explains key aspects of social and emotional interaction in order to lead readers into this unimaginable change in success...." Read more
"...Read this book to find out how to get along with more people and to figure out what really makes you tick or ticks you off!..." Read more
Customers praise this book as a timeless classic with primary points that have stood the test of time.
"...How to Win Friends and Influence People” is the all-time classic and best-selling book in the categories of self-help / personal development...." Read more
"...reading the actual content, it quickly became apparent that the book is not outdated...." Read more
"..."How to Win Friends and Influence People" presents itself as a timeless work that, despite its imperfections, offers invaluable lessons to anyone..." Read more
"A timeless classic. If you are interested in engaging humans in ANY industry, this is a must read." Read more
Customers appreciate the book's leadership advice, noting it provides wonderful suggestions for becoming a better leader and offers great insight into a leader's mind.
"...And finally, he teaches you key principles of leadership...." Read more
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"...an excellent book within the realm of learning, developing, and using people skills...." Read more
"...The key takeaways? Be kind to people, make time for them, avoid criticism, smile, remember names, and, when necessary, pretend to be interested...." Read more
Customers find the book effective, noting that its simple principles work and produce results almost immediately, with one customer mentioning it works at any level.
"...’s How to Win Friends and Influence People seem to be almost guaranteed to work, according to the examples and common sense...." Read more
"...Otherwise, it worked like a dream." Read more
"...Don't get me wrong, this book is pretty fantastic for the workplace...." Read more
"...After reading Dale's insights, it became crystal clear why they work, and why I should be using them every day of my life...." Read more
Customers have mixed opinions about the reading pace of the book, with some finding it engaging and enjoyable while others describe it as a boring read.
"...Phenomenal Excellent view into human nature and what makes people tick...." Read more
"...nice experience, even though I feel like the value of the chapters decreases throughout the book." Read more
"...of her feelings to me that ive never heard and we had 4 hours of beautiful conversation...." Read more
"...3rd: The book tells you in the beginning how it's really not a quick read, and if you really want to learn, it isn't...." Read more
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Everyone should read this great book.
Top reviews from the United States
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- Reviewed in the United States on June 20, 2020An outdated classic or a contemporary gem? Do we need an introduction here? “How to Win Friends and Influence People” is the all-time classic and best-selling book in the categories of self-help / personal development. Read and utilized by millions of people across the world. I remember being introduced to this book by my dad long time ago, when I was too young to appreciate the benefits of such a book. 15 years later, I found myself reading it ferociously. It’s no surprise why. An easy to read manuscript divided into small easily-digestible chunks with practical advice and examples to back each advice up. Dale Carnegie did not just decide one day to write a book about strategies of personal relationships. Before writing the book he taught thousands of people on such techniques and through his classes and seminars heard and analyzed myriads of stories of success and failure in human relationships. This book is the result of a lifetime of work and experience in human psychology and relationships.
Still though, the question of whether the advice in this book is dated remains. My take is that, the advice and examples given are indeed a tiny bit dated. However the overarching theme of each chapter and the takeaway messages are as strong and relevant now as ever. Here’s what you should get out of this book.
(1) TECHNIQUES IN HANDLING PEOPLE
* Don’t criticize, condemn or complain.
* Give honest and sincere appreciation.
* Arouse in the other person an eager want.
(2) WAYS TO MAKE PEOPLE LIKE YOU
* Become genuinely interested in other people.
* Smile.
* Remember that a persons’s name is to that person the sweetest and most important sound in any language.
* Be a good listener. Encourage others to talk about themselves.
* Talk in terms of the other person’s interests.
* Make the other person feel important—and do it sincerely.
(3) HOW TO WIN PEOPLE TO YOUR WAY OF THINKING
* The only way to get the best of an argument is to avoid it.
* Show respect for the other person’s opinions. Never say, “You’re wrong”.
* If you are wrong, admit it quickly and emphatically.
* Begin in a friendly way.
* Get the other person saying “yes, yes” immediately.
* Let the other person feel that the idea is his or hers.
* Try honestly to see things from the other person’s point of view.
* Be sympathetic with the other person’s ideas and desires.
* Appeal to the nobler motives.
* Dramatize your ideas.
* Throw down a challenge.
(4) HOW TO CHANGE PEOPLE WITHOUT GIVING OFFENSE OR AROUSING RESENTMENT
* Begin with praise and honest appreciation.
* Call attention to people’s mistakes indirectly.
* Talk about your own mistakes before criticizing the other person.
* Ask questions instead of giving direct orders.
* Let the other person save face.
* Praise the slightest improvement and praise every improvement. Be “hearty in your approbation and lavish in your praise”.
* Give the other person a fine reputation to live up to.
* Use encouragement. Make the fault seem easy to correct.
* Make the other person happy about doing the thing you suggest
- Reviewed in the United States on February 19, 2022𝐍𝐎𝐓𝐄: 𝐓𝐡𝐞 𝐟𝐨𝐥𝐥𝐨𝐰𝐢𝐧𝐠 𝐢𝐬 𝐚 𝐫𝐞𝐯𝐢𝐞𝐰 𝐨𝐟 𝐭𝐡𝐞 𝟐𝟎𝟐𝟐 "𝐔𝐏𝐃𝐀𝐓𝐄𝐃 𝐅𝐎𝐑 𝐓𝐇𝐄 𝐍𝐄𝐗𝐓 𝐆𝐄𝐍𝐄𝐑𝐀𝐓𝐈𝐎𝐍 𝐎𝐅 𝐋𝐄𝐀𝐃𝐄𝐑𝐒" 𝐞𝐝𝐢𝐭𝐢𝐨𝐧 𝐨𝐟 𝐭𝐡𝐢𝐬 𝐛𝐨𝐨𝐤. 𝐓𝐡𝐞 𝟏𝟗𝟖𝟏 𝐞𝐝𝐢𝐭𝐢𝐨𝐧 𝐈 𝐨𝐫𝐢𝐠𝐢𝐧𝐚𝐥𝐥𝐲 𝐫𝐚𝐭𝐞𝐝 𝟓 𝐨𝐮𝐭 𝐨𝐟 𝟓.
"How To Win Friends and Influence People" was the first personal development book I ever read. Being a depressed, lonely, 12 year old child I came across this book by accident at my local library. I was searching the computer's library catalog: "how to get friends", and this was the book that came up. Little did I know this book was going to become an essential for me in developing my social skills.
At first glance, you may read the principles taught in this book and go: "this is just common sense". But you may also have heard the quote "common sense isn't common". How many of us actively make an effort to genuinely smile and be empathetic towards others? How may of us jump to criticizing others without considering the other person's point of view? How many of us condemn others without remembering it won't make the other person change their mind?
I've read this book so many times I've lost count! It really changed my life, and I was so excited to see it be re-released for a new generation!
That said, the book edition of my youth was from the 1990's. How does this 2022 "Updated for the Next Generation of Leaders" edition hold up? I compared the 2 side-by-side.
PROS:
📌 Grammar revisions make the book easier to read. Examples include removal of filler words, word substitutions, and rewriting story examples. The changes are minor, so most of the time they are not very noticeable.
📌 A few new story examples have been added, featuring female figures like Evangeline Booth and Alice Foote MacDougall.
📌 A new concluding section: "Apply the Dale Carnegie Principles After the Book"
CONS:
📌 Lots of book edits come off less as necessary and more as attempts to be politically correct, to remove anything that could be seen as problematic. Examples include substituting words ("they" for "him", "not be able to walk" for "cripple", "house staff" for "servants") and stories that were needlessly removed (which leads to my next point).
📌 SO MANY story examples have been removed; no joke, I counted over 35! So many vivid examples that made the book so memorable for me as a kid, PC or not, are gone! I don't care if the story examples used Confederate general Robert E. Lee; they still illustrated the principles.
📌 Some edits just don't make sense at all. For example, they renamed Part 3, Chapter 5 from "The Secret of Socrates" to the principle "Get the Other Person Saying 'Yes, Yes' Immediately". No other chapter was renamed like this, and the Socrates example is still in the chapter.
As for the audiobook, the narrator gives a great presentation with a good range. But will his voice ever match the baritone of the original Andrew MacMillan? Unfortunately no.
In sum, for those who are new to reading this book or were born past the 2000's, I'd say this 2022 edition is a nice introduction, albeit a very sanitized one. There's a longer and better version out there. But if you're already a fan of the 90's publication and could care less about political correctness, there's not much new here to justify a second purchase. In fact, there's much less!
Sadly, this isn't the only book lately that's getting the Orwellian treatment. Other authors whose books have been altered lately for offensive content include Roald Dahl, Ian Fleming, Agatha Christie, and R.L. Stine (not to mention he's still alive and did not approve the changes). Simply put, it's really getting out of hand!
Consider me an old fashioned 30 year old Millennial, but I'll be sticking with my original copy.
Top reviews from other countries
-
emilianoReviewed in Italy on January 18, 2025
5.0 out of 5 stars DA LEGGERE,,,,
LIBRO CON TANTISSIMI ESEMPI CHE TI FACILITANO LA LETTURA E LA COMPRENSIONE,,, DI COME L AUTORE ATTRAVERSO LE SUE ESPERINEZE, E LE ESPERIENZE DI GRANDI PERSONAGGI DELLA STORIA,TI INSEGNA E AIUTA A "INTERAGIRE" CON LE PERSONE !!!
- GaijinReviewed in the United Kingdom on March 7, 2025
5.0 out of 5 stars A Timeless Classic for Personal & Professional Growth!
I listened to the audiobook version of “How to Win Friends & Influence People”, and it exceeded my expectations! This timeless classic by Dale Carnegie is packed with practical advice on building strong relationships, improving communication, and becoming more influential in both personal and professional settings.
The narration is clear and engaging, making it easy to follow along while driving, working out, or relaxing at home. The principles shared in the book are simple but incredibly effective, and I’ve already started seeing improvements in my interactions with others.
If you want to enhance your social skills, become a better leader, or simply connect more authentically with people, this audiobook is a must-listen. Highly recommended!
- Amazon KundeReviewed in Belgium on December 11, 2023
1.0 out of 5 stars Book binding quality is poor
I start reading it and binding quality is very bad before I realised to return ,the return window closed
Amazon KundeBook binding quality is poor
Reviewed in Belgium on December 11, 2023
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- Milo de ValckReviewed in the Netherlands on March 30, 2024
5.0 out of 5 stars Great book
Great book
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TimReviewed in Germany on October 5, 2023
5.0 out of 5 stars Zeitlose Weisheit
Ich habe kürzlich das Buch "Wie man Freunde gewinnt und Menschen beeinflusst" von Dale Carnegie in der deutschen Ausgabe gelesen, und ich muss sagen, dass dieses Buch zeitlose Weisheit bietet, wie man bedeutungsvolle Beziehungen aufbaut und andere effektiv beeinflusst.
Praktischer Rat: Das Buch von Dale Carnegie bietet praktische Ratschläge, wie man seine zwischenmenschlichen Fähigkeiten, Kommunikation und Interaktionen mit anderen verbessern kann. Die in dem Buch dargelegten Prinzipien sind heute genauso relevant wie bei der Erstveröffentlichung.
Effektive Kommunikation: Das Buch betont die Bedeutung des aktiven Zuhörens, des echten Interesses an anderen und der Verwendung positiver Sprache, um einen positiven Einfluss auf Menschen zu haben. Diese Prinzipien sind in persönlichen und beruflichen Bereichen von unschätzbarem Wert.
Beziehungen aufbauen: Carnegies Erkenntnisse zum Aufbau starker und echter Beziehungen sind besonders wertvoll. Er legt großen Wert auf Empathie, Wertschätzung und Verständnis in unseren Interaktionen mit anderen.
Einfluss und Führung: Das Buch geht auch auf die Kunst des Einflusses und der Führung ein. Carnegies Prinzipien können Einzelpersonen helfen, effektivere Führer und Beeinflusser in ihren jeweiligen Bereichen zu werden.
'Wie man Freunde gewinnt und Menschen beeinflusst' ist ein klassisches Selbsthilfebuch, das den Test der Zeit bestanden hat und nach wie vor wertvolle Einsichten in die Kunst des zwischenmenschlichen Umgangs bietet.