How to win friends & influence people

"You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you."

Authenticity matters. Showing genuine interest in others is not about manipulation or flattery, but about sincere curiosity and care. When you take the time to understand someone's passions, struggles, and aspirations, you create a connection that goes beyond surface-level interactions. This approach not only helps in building friendships but also in professional relationships and networking.

Practice active engagement. Ask thoughtful questions about people's lives, work, and interests. Remember details from previous conversations and follow up on them. Show empathy and offer support when appropriate. By consistently demonstrating that you value others' thoughts and experiences, you'll naturally attract people who appreciate your genuine approach to relationships.

"Any fool can criticize, condemn, and complain – and most fools do."

Criticism rarely changes behavior. Instead of pointing out faults, focus on highlighting positive aspects and potential for improvement. When you need to address issues, use constructive feedback that emphasizes solutions rather than problems. This approach helps maintain positive relationships and motivates others to improve willingly.

Cultivate a habit of appreciation. Regularly acknowledge others' efforts and achievements, no matter how small. This creates a positive atmosphere and encourages continued good behavior. When you must provide negative feedback, use the "sandwich" technique:

• Start with sincere praise

• Offer the constructive criticism

• End with another positive comment

"The only way on earth to influence other people is to talk about what they want and show them how to get it."

Understand individual motivations. People are driven by various factors, including recognition, security, growth, and personal fulfillment. Take the time to identify what motivates each person you interact with. This knowledge allows you to frame your requests or ideas in a way that aligns with their personal goals and desires.

Use the "WIIFM" principle. When presenting ideas or making requests, always consider "What's In It For Me?" from the other person's perspective. Clearly articulate how your proposal benefits them or aligns with their interests. This approach makes others more receptive to your ideas and more likely to cooperate. Examples:

• For an employee: "This project will give you exposure to senior management."

• For a customer: "Our product will save you time and reduce your operational costs."

"Be a good listener. Encourage others to talk about themselves."

Give your full attention. Active listening involves more than just hearing words. It requires focused attention, understanding, and thoughtful response. When engaging in conversation:

• Maintain eye contact

• Avoid interrupting

• Use non-verbal cues (nodding, leaning in) to show engagement

• Paraphrase key points to ensure understanding

Ask open-ended questions. Encourage others to elaborate on their thoughts and feelings. This not only shows that you value their input but also provides you with deeper insights. Examples of open-ended questions:

• "What led you to that conclusion?"

• "How do you feel about the current situation?"

• "What do you think would be the best approach?"

"The deepest principle in human nature is the craving to be appreciated."

Sincere recognition matters. Everyone has a fundamental need to feel valued and important. By consistently acknowledging others' contributions and qualities, you create positive relationships and motivate people to excel. This applies in personal relationships, professional settings, and even casual interactions.

Practice specific appreciation. Instead of generic compliments, offer detailed and sincere recognition:

• "Your attention to detail in this report really improved our presentation."

• "I admire how you always make time to help new team members."

• "Your patience in explaining complex concepts makes you an excellent teacher."

"When we are wrong, we may admit it to ourselves. And if we are handled gently and tactfully, we may admit it to others and even take pride in our frankness and broad-mindedness."

Honesty builds trust. Admitting mistakes promptly shows integrity and maturity. It disarms potential critics and often leads to forgiveness and respect. This approach is particularly important for leaders, as it sets an example of accountability and creates a culture of openness.

Take responsibility and focus on solutions. When acknowledging a mistake:

1. Clearly state what went wrong

2. Take full responsibility without excuses

3. Explain how you'll prevent similar issues in the future

4. If applicable, offer to make amends

Example: "I missed the deadline for the report. It was entirely my fault for not managing my time effectively. I've already implemented a new project management system to ensure this won't happen again. I'm happy to work over the weekend to complete the report if that would help."

"Let the other person feel that the idea is his or hers."

Preserve dignity. People are more likely to cooperate and maintain positive relationships when their self-esteem is intact. Even when correcting mistakes or disagreeing, find ways to allow others to save face. This approach fosters goodwill and prevents unnecessary conflicts.

Encourage idea ownership. When presenting your ideas:

• Ask for input and suggestions

• Build on others' contributions

• Give credit generously

• Frame proposals as questions: "What do you think about...?"

This approach makes others feel valued and increases their buy-in to the final decision or plan.

"A person's name is to that person the sweetest and most important sound in any language."

Names matter. Using someone's name shows respect and personal attention. It makes the interaction more meaningful and memorable. Make an effort to learn and correctly pronounce names, especially in diverse settings.

Personalize your interactions. Remember and reference personal details:

• Family members' names

• Hobbies and interests

• Recent achievements or challenges

• Preferences (e.g., favorite sports team, food)

This demonstrates that you value the person beyond just their professional role or immediate usefulness to you.

"Your smile is a messenger of your good will."

Smiling is contagious. A genuine smile can instantly improve the mood of both the smiler and those around them. It makes you more approachable, likable, and trustworthy. In business settings, it can help ease tensions and create a more positive negotiation environment.

Practice mindful smiling. While smiling should be natural, you can cultivate the habit:

• Start your day with a smile (even if you don't feel like it)

• Smile when answering the phone (it affects your voice)

• Use "smile reminders" (e.g., phone wallpaper, desk ornament)

• Reflect on positive experiences to generate authentic smiles

Remember, the key is sincerity. A forced or fake smile can have the opposite effect, so focus on finding genuine reasons to smile throughout your day.

"The only way to get the best of an argument is to avoid it."

Arguments rarely convince. Even if you "win" an argument, you often lose in terms of relationship and cooperation. Instead of trying to prove others wrong, focus on finding areas of agreement and building from there.

Use the agreement technique:

1. Start by acknowledging valid points in the other person's position

2. Emphasize areas where you agree

3. Gently introduce your own perspective as an addition, not a contradiction

4. Ask questions to guide the conversation towards a mutually acceptable solution

Example: "I agree that customer service is crucial for our success. Your point about response times is spot-on. In addition to that, what do you think about implementing a feedback system to proactively address common issues?"

"Actions speak louder than words, and a smile says, 'I like you. You make me happy. I am glad to see you.'"

Consistency is key. People are more influenced by what you do than what you say. As a leader, manager, or influencer, your actions set the standard for behavior and performance. Demonstrate the qualities and work ethic you expect from others.

Inspire through visible effort:

• Be the first to volunteer for challenging tasks

• Show resilience in the face of setbacks

• Openly admit and learn from mistakes

• Celebrate others' successes genuinely

• Maintain a positive attitude, especially during difficult times

By consistently embodying the values and behaviors you promote, you create a powerful ripple effect that motivates and inspires those around you.

"Abilities wither under criticism; they blossom under encouragement."

Recognize effort and growth. People are more motivated by acknowledgment of their progress than by criticism of their shortcomings. By highlighting improvements, no matter how small, you encourage continued effort and development.

Implement a positive feedback loop:

1. Set clear, achievable goals

2. Regularly check in on progress

3. Offer specific praise for improvements

4. Provide constructive suggestions for next steps

5. Celebrate milestones and achievements

Example: "I noticed you've significantly improved your presentation skills. Your use of visual aids was particularly effective. For your next presentation, consider incorporating more audience interaction to further engage the team."