How to START your BUSINESS? (a tutorial)

[smurky]

---

Be more concerned with your character than with your reputation.
Your character is what you really are while your reputation is merely what others think you are.









(here's HOW you can REACH me: smurkydad@yahoo.com.
... got something in mind nga BUSINESS for my COACHING students
... i've formed a SPECIAL group called MASTERMIND GROUP.
... we BRAINSTORM ideas and EXECUTE business strategies.
... the details are discussed in the seminar. contact me: 0917-6300075 - smurky )

[smurky]

Pay less attention to what men say. Just watch what they do










(here's HOW you can REACH me: smurkydad@yahoo.com.
... got something in mind nga BUSINESS for my COACHING students
... i've formed a SPECIAL group called MASTERMIND GROUP.
... we BRAINSTORM ideas and EXECUTE business strategies.
... the details are discussed in the seminar. contact me: 0917-6300075 - smurky )

[smurky]

Take a chance! All life is a chance.
The man who goes furthest is generally the one who is willing to do and dare









(here's HOW you can REACH me: smurkydad@yahoo.com.
... got something in mind nga BUSINESS for my COACHING students
... i've formed a SPECIAL group called MASTERMIND GROUP.
... we BRAINSTORM ideas and EXECUTE business strategies.
... the details are discussed in the seminar. contact me: 0917-6300075 - smurky )

[smurky]

When dealing with people, let us remember we are not dealing with creatures of logic.
We are dealing with creatures of emotion, creatures bustling with prejudices and motivated by pride and vanity.








(here's HOW you can REACH me: smurkydad@yahoo.com.
... got something in mind nga BUSINESS for my COACHING students
... i've formed a SPECIAL group called MASTERMIND GROUP.
... we BRAINSTORM ideas and EXECUTE business strategies.
... the details are discussed in the seminar. contact me: 0917-6300075 - smurky )

[smurky]

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.










(here's HOW you can REACH me: smurkydad@yahoo.com.
... got something in mind nga BUSINESS for my COACHING students
... i've formed a SPECIAL group called MASTERMIND GROUP.
... we BRAINSTORM ideas and EXECUTE business strategies.
... the details are discussed in the seminar. contact me: 0917-6300075 - smurky )

[smurky]

First ask yourself: What is the worst that can happen? Then prepare to accept it.
Then proceed to improve on the worst...

[smurky]

Happiness doesn't depend on any external conditions, it is governed by our mental attitude...

[smurky]

Do you remember the things you were worrying about a year ago?
How did they work out?
Didn't you waste a lot of fruitless energy on account of most of them?
Didn't most of them turn out all right after all?

[Earnest]

sure bro!
salamat..

pwede gihapon ka moapil bro... youre very much welcome...

are you IN?

[smurky]

(for those who have provided me their email add, this will be your "First Task". Read the following and
tell me ASAP what you THINK before we proceed to the next task.)

How This Book Was Written And Why - by: Dale Carnegie

During the first thirty-five years of the twentieth century,
the publishing houses of America printed more than a fifth
of a million different books. Most of them were deadly dull,
and many were financial failures. “Many,” did I say?
The president of one of the largest publishing houses in the
world confessed to me that his company, after seventy-five
years of publishing experience, still lost money on seven out
of every eight books it published.

Why, then, did I have the temerity to write another book?
And, after I had written it, why should you bother to read it?

Fair questions, both; and I'll try to answer them.

I have, since 1912, been conducting educational courses for
business and professional men and women in New York.
At first, I conducted courses in public speaking only - courses
designed to train adults, by actual experience, to think on their
feet and express their ideas with more clarity, more effectiveness
and more poise, both in business interviews and before groups.

But gradually, as the seasons passed, I realized that as sorely
as these adults needed training in effective speaking, they
needed still more training in the fine art of getting along with
people in everyday business and social contacts.

I also gradually realized that I was sorely in need
of such training myself. As I look back across the years,
I am appalled at my own frequent lack of finesse and understanding.
How I wish a book such as this had been placed in my hands twenty
years ago! What a priceless boon it would have been.

Dealing with people is probably the biggest problem you face,
especially if you are in business. Yes, and that is also true if
you are a housewife, architect or engineer.

Research done a few years ago under the auspices
of the Carnegie Foundation for the Advancement of
Teaching uncovered a most important and significant
fact - a fact later confirmed by additional studies made
at the Carnegie Institute of Technology.

These investigations revealed that even in such
technical lines as engineering, about 15 percent of
one's financial success is due to one’s technical
knowledge and about 85 percent is due to skill in
human engineering -to personality and the ability
to lead people.

For many years, I conducted courses each season
at the Engineers’ Club of Philadelphia, and also courses
for the New York Chapter of the American Institute of
Electrical Engineers. A total of probably more than
fifteen hundred engineers have passed through my classes.

They came to me because they had finally realized, after
years of observation and experience, that the highest-paid
personnel in engineering are frequently not those who know
the most about engineering. One can for example, hire mere
technical ability in engineering, accountancy, architecture
or any other profession at nominal salaries. But the person
who has technical knowledge plus the ability to express
ideas, to assume leadership, and to arouse enthusiasm
among people-that person is headed for higher earning power.

In the heyday of his activity, John D. Rockefeller said that
“the ability to deal with people is as purchasable a commodity
as sugar or coffee.” “And I will pay more for that ability,” said
John D., “than for any other under the sun.”

Wouldn’t you suppose that every college in the land
would conduct courses to develop the highest-priced
ability under the sun? But if there is just one practical,
common-sense course of that kind given for adults in
even one college in the land, it has escaped my attention
up to the present writing.

The University of Chicago and the United Y.M.C.A. Schools
conducted a survey to determine what adults want to study.

That survey cost $25,000 and took two years. The last part
of the survey was made in Meriden, Connecticut. It had been
chosen as a typical American town. Every adult in Meriden
was interviewed and requested to answer 156 questions—questions
such as
- “What is your business or profession?
- Your education?
- How do you spend your spare time?
- What is your income?
- Your hobbies?
- Your ambitions?
- Your problems?
- What subjects are you most interested in studying?” And so on.

That survey revealed that health is the prime interest of adults
and that their second interest is people; how to understand and
get along with people; how to make people like you; and how to
win others to your way of thinking.

So the committee conducting this survey resolved to
conduct such a course for adults in Meriden. They
searched diligently for a practical textbook on the
subject and found-not one. Finally they approached
one of the world’s outstanding authorities on adult
education and asked him if he knew of any book that
met the needs of this group. “No,” he replied, "I know
what those adults want. But the book they need has never been written.”

I knew from experience that this statement was true, for I
myself had been searching for years to discover a practical,
working handbook on human relations. Since no such book
existed, I have tried to write one for use in my own courses.
And here it is. I hope you like it.

In preparation for this book, I read everything that I
could find on the subject—everything from newspaper
columns, magazine articles, records of the family courts,
the writings of the old philosophers and the new psychologists.

In addition, I hired a trained researcher to spend one
and a half years in various libraries reading everything
I had missed, plowing through erudite tomes on psychology,
poring over hundreds of magazine articles, searching
through countless biographies, trying to ascertain how
the great leaders of all ages had dealt with people.
We read their biographies, We read the life stories of all
great leaders from Julius Caesar to Thomas Edison. I recall
that we read over one hundred biographies of Theodore
Roosevelt alone. We were determined to spare no time,
no expense, to discover every practical idea that anyone
had ever used throughout the ages for winning friends
and influencing people.

I personally interviewed scores of successful people,
some of them world-famous-inventors like Marconi
and Edison; political leaders like Franklin D. Roosevelt
and James Farley; business leaders like Owen D. Young;
movie stars like Clark Gable and Mary Pickford; and
explorers like Martin Johnson—and tried to discover the
techniques they used in human relations.

From all this material, I prepared a short talk. I called
it “How to Win Friends and Influence People.” I say “short.”
It was short in the beginning, but it soon expanded to a
lecture that consumed one hour and thirty minutes. For years,
I gave this talk each season to the adults in the Carnegie
Institute courses in New York.

I gave the talk and urged the listeners to go out and
test it in their business and social contacts, and then
come back to class and speak about their experiences
and the results they had achieved. What an interesting assignment!
These men and women, hungry for self- improvement, were
fascinated by the idea of working in a new kind of laboratory - the
first and only laboratory of human relationships for adults that had ever existed.

This book wasn’t written in the usual sense of the word.
It grew as a child grows. It grew and developed out of that
laboratory, out of the experiences of thousands of adults.

Years ago, we started with a set of rules printed on a card
no larger than a postcard. The next season we printed a
larger card, then a leaflet, then a series of booklets, each
one expanding in size and scope. After fifteen years of
experiment and research came this book.

The rules we have set down here are not mere
theories or guesswork. They work like magic.
Incredible as it sounds, I have seen the application
of these principles literally revolutionize the lives of many people.

To illustrate: A man with 314 employees joined one of these courses.
For years, he had driven and criticized 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 organization 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.

Countless numbers of salespeople have sharply increased
their sales by the use of these principles. Many have
opened up new accounts—accounts that they had formerly
solicited in vain. Executives have been given increased
authority, increased pay.

One executive reported a large increase in salary
because he applied these truths. Another, an executive
in the Philadelphia Gas Works Company, was slated for
demotion when he was sixty-five because of his belligerence,
because of his inability to lead people skillfully. This training
not only saved him from the demotion but brought him a
promotion with increased pay.

On innumerable occasions, spouses attending the
banquet given at the end of the course have told
me that their homes have been much happier since
their husbands or wives started this training.

People are frequently astonished at the new results they achieve.
It all seems like magic. In some cases, in their enthusiasm, they
have telephoned me at my home on Sundays because they
couldn’t wait forty-eight hours to report their achievements
at the regular session of the course.

One man was so stirred by a talk on these principles
that he sat far into the night discussing them with
other members of the class. At three o’clock in the
morning, the others went home. But he was so
shaken by a realization of his own mistakes, so
inspired by the vista or a new and richer world opening
before him, that he was unable to sleep. He didn’t sleep
that night or the next day or the next night.

Who was he? A naive, untrained individual ready to
gush over any new theory that came along? No, Far from it.
He was a sophisticated, blasé dealer in art, very much
the man about town, who spoke three languages fluently
and was a graduate of two European universities.

While writing this chapter, I received a letter from a
German of the old school, an aristocrat whose forebears
had served for generations as professional army officers
under the Hohenzollerns. His letter, written from a
transatlantic steamer, telling about the application
of these principles, rose almost to a religious fervor.

Another man, an old New Yorker, a Harvard graduate,
a wealthy man, the owner of a large carpet factory,
declared he had learned more in fourteen weeks through
this system of training about the fine art of influencing
people than he had learned about the same subject
during his four years in college. Absurd? Laughable?
Fantastic? Of course, you are privileged to dismiss
this statement with whatever adjective you wish.
I am merely reporting, without comment, a declaration
made by a conservative and eminently successful Harvard
graduate in a public address to approximately six hundred
people at the Yale Club in New York on the evening of
Thursday, February 23, 1933.

“Compared to what we ought to be,” said the famous
Professor William James of Harvard, “compared to what
we ought to be, we are only half awake. We are making
use of only a small part of our physical and mental resources.
Stating the thing broadly, the human individual thus lives
far within his limits. He possesses powers of various sorts
which he habitually fails to use,”

Those powers which you “habitually fail to use”! The sole
purpose of this book is to help you discover, develop and
profit by those dormant and unused assets.

“Education,” said Dr. John G. Hibben, former president of
Princeton University, “is the ability to meet life’s situations.”

If by the time you have finished reading the first
three chapters of this book—if you aren’t then a little
better equipped to meet life’s situations, then I shall
consider this book to be a total failure so far as you
are concerned. For “the great aim of education,” said
Herbert Spencer, “is not knowledge but action.”

And this is an action book.

DALE CARNEGIE 1936