PRINCIPLE 1 The only way to get the best of an argument is to avoid it. PRINCIPLE 2 Show respect for the other person’s opinions. Never say, “You’re … - Dale Carnegie

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PRINCIPLE 1 The only way to get the best of an argument is to avoid it. PRINCIPLE 2 Show respect for the other person’s opinions. Never say, “You’re wrong.” PRINCIPLE 3 If you are wrong, admit it quickly and emphatically. PRINCIPLE 4 Begin in a friendly way. PRINCIPLE 5 Get the other person saying “yes, yes” immediately. PRINCIPLE 6 Let the other person do a great deal of the talking. PRINCIPLE 7 Let the other person feel that the idea

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About Dale Carnegie

Dale Harbison Carnegie [originally Carnagey until 1919] (November 24, 1888 – November 1, 1955) was an American writer, lecturer and the developer of famous courses in self-improvement, salesmanship, corporate training, public speaking and interpersonal skills. Born in poverty on a farm in Missouri, he was the author of How to Win Friends and Influence People, first published in 1936, a massive bestseller that remains popular today. He also wrote a biography of Abraham Lincoln, entitled Lincoln the Unknown, as well as several other books.

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Also Known As

Birth Name: Dale Arley Carnegey
Native Name: Dale Arley Carnegie
Alternative Names: Dale Breckenridge Carnegie Dale Harbison Carnagey Dale Harbison Carnegie Dale Carnagey
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Little phrases such as “I’m sorry to trouble you,” “Would you be so kind as to — — ?” “Won’t you please?” “Would you mind?” “Thank you”-little courtesies like these oil the cogs of the monotonous grind of everyday life-and, incidentally, they are the hallmark of good breeding.

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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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