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," says Carlyle, "by the way he treats little men."

Looking at the other person’s point of view and arousing in him an eager want for something is not to be construed as manipulating that person so that he will do something that is only for your benefit and his detriment. Each party should gain from the negotiation.

To illustrate: A man with 314 employees joined one of these courses. For years, he had driven and criticised 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 organisation is now inspired with a new loyalty, a new enthusiasm, a new spirit of teamwork. 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.

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Zoroaster taught it to his followers in Persia twenty-five hundred years ago. Confucius preached it in China twenty-four centuries ago. Lao-tse, the founder of Taoism, taught it to his disciples in the Valley of the Han. Buddha preached it on the bank of the Holy Ganges five hundred years before Christ. The sacred books of Hinduism taught it a thousand years before that. Jesus taught it among the stony hills of Judea nineteen centuries ago. Jesus summed it up in one thought — probably the most important rule in the world: “Do unto others as you would have others do unto you.

I would rather walk the sidewalk in front of a person's office for two hours before an interview than step into that office without a perfectly clear idea of what I was going to say and what that person — from my knowledge of his or her interests and motives — was likely to answer.

J. Pierpont Morgan observed, in one of his analytical interludes, that a person usually has two reasons for doing a thing: one that sounds good and a real one. The person himself will think of the real reason. You don’t need to emphasize that. But 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.

لا جدوى من الإنتقاد الذي يضع الإنسان موضع المدافع عن نفسه لتبرير أفعاله ولأن الانتقاد يجرح كبريائه ويؤذي إحساسه.
في الجيش الألماني مثلاً، لا يدع الجندي يقدم شكواه مباشرة إذا حدث شئ بل عليه التروي حتى يهدأ.. وهو إن قدم شكواه مباشرة تتم معاقبته.

"One of the most distinguished psychiatrists living, Dr. Carl Jung, says in his book Modern Man in Search of a Soul (*):
"During the past thirty years, people from all the civilised countries of the earth have consulted me. I have treated many hundreds of patients. Among all my patients in the second half of life-that is to say, over thirty-five-there has not been one whose problem in the last resort was not that of finding a religious outlook on life. It is safe to say that every one of them fell ill because he had lost that which the living religions of every age have given to their followers, and none of them has been really healed who did not regain his religious outlook.

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