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Wednesday, April 17, 2013

2013 NUC University Ranking In Nigeria - Every year the National University Commission, NUC, ranks universities in Nigeria due to the performance and meeting the requirement of a standard school. This body monitor the universities in Nigeria to know those schools whose’s equipment is not updated or valid, also notice those whose’s equipment is standard in other for the schools to produce qualified graduates. Below is the  2013 NUC University Ranking in Nigeria
 
  1. University of Ibadan,
  2. University of Lagos,
  3. University of Benin   
  4. Obafemi Awolowo University,
  5. Ahmadu Bello University,
  6. University of Ilorin
  7. University of Jos
  8. University of Port Harcourt,
  9. University of Maiduguri
  10. University of Agriculture, Abeokuta
  11. Lagos State University
  12. Federal University of Technology,
  13. Covenant University
  14. University of Nigeria
  15. Federal University of Technology,
  16. Nnamdi Azikiwe University
  17. Enugu State University of Science and Technology
  18. Pan African University
  19. Ladoke Akintola University of Technology…
  20. Modibbo Adama University of Technology
  21. African University of Science and Technology
  22. University of Uyo
  23. Bayero University Kano
  24. Ambrose Alli University
  25. Redeemer’s University
  26. Babcock University
  27. Federal University of Technology,
  28. University of Calabar
  29. Michael Okpara University of Agriculture
  30. Ajayi Crowther University
  31. Bowen University
  32. Rivers State University of Science and Technology
  33. Lead City University
  34. Crawford University
  35. Abubakar Tafawa Balewa University
  36. Abia State University
  37. Usmanu Danfodio University
  38. Igbinedion University
  39. Imo State University
  40. Niger Delta University
  41. Bells University of Technology
  42. Kwara State University
  43. Nasarawa State University
  44. Caleb University
  45. Obong University Obong
  46. Adekunle Ajasin University
  47. Ekiti State University,
  48. American University of Nigeria
  49. Joseph Ayo Babalola University
  50. Veritas University Abuja
  51. Afe Babalola University
  52. Kaduna State University Kaduna
  53. Osun State University Oshogbo …
  54. Umaru Musa Yar’Adua University Katsina
  55. Federal University, Ndufu-Alike Ndufu-Alike
  56. Salem University Lokoja
  57. Novena University Ogume
  58. Achievers University, Owo Owo
  59. Benson Idahosa University Benin City
  60. Ebonyi State University Abakaliki
  61. University of Abuja Abuja
  62. University of Mkar Mkar
  63. Madonna University Okija
  64. Bingham University Auta Balifi
  65. Plateau State University Bokkos
  66. Federal University of Petroleum Resources Effurun
  67. Federal University, Dutse Dutse
  68. Nigerian Turkish Nile University Abuja
  69. Ibrahim Badamasi Babangida University Lapai
  70. Landmark University Omu-Aran
  71. Delta State University, Abraka Abraka
  72. University of Agriculture, Makurdi Makurdi
  73. Renaissance University Enugu
  74. Federal University, Otuoke Otuoke
  75. Tai Solarin University of Education Ijebu-Ode …
  76. Federal University, Oye-Ekiti Oye …
  77. Kano State University of Technology Wudil
  78. Tansian University Umunya …
  79. Akwa Ibom State University Uyo
  80. Baze University Abuja
  81. Kebbi State University of Science and Technology Aliero
  82. Benue State University Makurdi
  83. Adeleke University Ede
  84. Ondo State University of Science & Technology Okitipupa
  85. Kogi State University Anyigba
  86. Western Delta University Oghara
  87. Federal University, Wukari Wukari
  88. Paul University Awka
  89. Caritas University Enugu
  90. Federal University, Lafia Lafia
  91. Cross River University of Science & Technology Calabar …
  92. Fountain University Oshogbo
  93. Al-Hikmah University Ilorin …
  94. Godfrey Okoye University Ugwuomu-Nike
  95. Oduduwa University Ile Ife
  96. Anambra State University Uli
  97. Olabisi Onabanjo University Ago Iwoye …
  98. Federal University, Lokoja Lokoja
  99. Federal University, Kashere Kashere
  100. Rhema University Obeama-Asa
  101. Crescent University Abeokuta
  102. Wellspring University Benin City
  103. Bukar Abba Ibrahim University Damaturu
  104. Gombe State University Gombe
  105. Wesley University of Science and Technology Ondo City
  106. Bauchi State University Gadau …
  107. Federal University, Dutsin-Ma Dutsin-Ma
  108. Sokoto State University Sokoto
  109. Katsina University

Saturday, April 13, 2013

PART O N E
Fundamental Techniques in
Handling People
1
“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 hideway. They chopped holes in
the roof; they tried to smoke out Crowley, the “cop
killer,” with teargas. 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 the rut-tat-tat of
machine guns. Crowley, crouching behind an over-
stuffed chair, fired incessantly at the police. Ten thousand
excited people watched the battle. Nothing like it
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 this 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 re-sponsibilities
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 painting The 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 entitled Lincoln 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 lamned
him through an anonymous letter published in
Springfield Journal. 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?

Wednesday, April 10, 2013

The Money List: Top 21 Richest Nigerian Billionaires

Very few Nigerians have made the Forbes list of richest people in the world the reason been that Forbes estimates the wealth of individuals and rank them based on the value of shares they have in quoted companies (companies listed on the stock exchange).
The few Nigerians that have the list are Aliko Dangote, Mike Adenuga and Femi Otedola.
The list of top 21 Richest Nigerian billionaires has been based on:
The value of their shares held in quoted companies, the size and market share of their companies, the number of companies they own and its assumed value, the market value of their company’s brand and the impact of their companies on the Nigerian economy.


Despite the harsh terrain and business challenges involved with starting a business in Nigeria; the successful entrepreneurs listed below held their ground and fought their way to the top.
In a country with a population of over 160 million inhabitants and millions of businesses; these 20 entrepreneurs diligently carved their names in the sands of time.
Check out the list below.
1. Alhaji Aliko Dangote – founder of Dangote Group, Richest man in Africa and Richest black man inthe world
2. Mike Adenuga – Conoil, Equatorial Trust Bank, Globacom
3. Femi Otedola – ZENON Oil and Gas
4. Orji Uzor Kalu – Slok Group
5. Cosmos Maduka – Coscharis Group
6. Jimoh Ibrahim – Nicon Insurance, Global Flee
7. Jim Ovia – Zenith Bank, Visafone
8. Pascal Dozie – MTN Nigeria, Diamond Bank
9. Oba Otudeko – Honeywell Group Nigeria
10. Alhaji Sayyu Dantata – MRS Group
11. Umaru Abdul Mutallab – former Chairman First Bank Plc, Mutallab Group
12. Prince Samuel Adedoyin – Doyin Group
13. Dele Fajemirokun – Chaiman Aiico Insurance, Xerox Nigeria, Chicken Republic, Kings Guards etc.
14. Chief Cletus Ibeto – Ibeto Group
15. Raymond Dokpesi – Daar Communication, AIT,
16. Tony Ezenna – Orange Group
17. Chief Molade Okoya Thomas – Chairman CFAO Nig and other six french companies
18. Ifeanyi Ubah – Capital oil and gas
19. Leo Stan Ekeh – Zinox Computer
20. Fola Adeola – GTBank
21. Chief Ade Ojo – Elizade Motors Nig LTD, Distributor of Toyota cars

Nine Suggestions
on How to Get the Most
Out of This Book
1. If you wish to get the most out of this book, there is
one indispensable requirement, one essential infinitely
more important than any rule or technique. Unless you
have this one fundamental requisite, a thousand rules on
how to study will avail little, And if you do have this
cardinal endowment, then you can achieve wonders
without reading any suggestions for getting the most out
of a book.
What is this magic requirement? Just this: a deep,
driving desire to learn, a vigorous determination to increase
your ability to deal with people.
How can you develop such an urge? By constantly
reminding yourself how important these principles are
to you. Picture to yourself how their mastery will aid you
in leading a richer, fuller, happier and more fulfilling
life. Say to yourself over and over: "My popularity, my
happiness and sense of worth depend to no small extent
upon my skill in dealing with people.”
2. Read each chapter rapidly at first to get a bird's-eye
view of it. You will probably be tempted then to rush on
to the next one. But don’t - unless you are reading
merely for entertainment. But if you are reading because
you want to increase your skill in human relations, then
go back and reread each chapter thoroughly. In the long
run, this will mean saving time and getting results.
3. Stop frequently in your reading to think over what
you are reading. Ask yourself just how and when you can
apply each suggestion.
4. Read with a crayon, pencil, pen, magic marker or
highlighter in your hand. When you come across a suggestion
that you feel you can use, draw a line beside it.
If it is a four-star suggestion, then underscore every sentence
or highlight it, or mark it with “****.” Marking and
underscoring a book makes it more interesting, and far
easier to review rapidly.
5. I knew a woman who had been office manager for
a large insurance concern for fifteen years. Every month,
she read all the insurance contracts her company had
issued that month. Yes, she read many of the same contracts
over month after month, year after year. Why? Because
experience had taught her that that was the only
way she could keep their provisions clearly in mind.
I once spent almost two years writing a book on public
speaking and yet I found I had to keep going back over
it from time to time in order to remember what I had
written in my own book. The rapidity with which we
forget is astonishing.
So, if you want to get a real, lasting benefit out of this
book, don’t imagine that skimming through it once will
suffice. After reading it thoroughly, you ought to spend
a few hours reviewing it every month, Keep it on your
desk in front of you every day. Glance through it often.
Keep constantly impressing yourself with the rich possibilities
for improvement that still lie in the offing. Remember
that the use of these principles can be made
habitual only by a constant and vigorous campaign of
review and application. There is no other way.
6. Bernard Shaw once remarked: “If you teach a man
anything, he will never learn.” Shaw was right. Learning
is an active process. We learn by doing. So, if you desire
to master the principles you are studying in this
book, do something about them. Apply these rules at
every opportunity. If you don’t you will forget them
quickly. Only knowledge that is used sticks in your
mind.
You will probably find it difficult to apply these suggestions
all the time. I know because I wrote the book,
and yet frequently I found it difficult to apply everything
I advocated. For example, when you are displeased, it is
much easier to criticize and condemn than it is to try to
understand the other person’s viewpoint. It is frequently
easier to find fault than to find praise. It is more natural
to talk about what vou want than to talk about what the
other person wants. And so on, So, as you read this book,
remember that you are not merely trying to acquire information.
You are attempting to form new habits. Ah
yes, you are attempting a new way of life. That will require
time and persistence and daily application.
So refer to these pages often. Regard this as a working
handbook on human relations; and whenever you are
confronted with some specific problem - such as handling
a child, winning your spouse to your way of thinking,
or satisfying an irritated customer - hesitate about
doing the natural thing, the impulsive thing. This is usually
wrong. Instead, turn to these pages and review the
paragraphs you have underscored. Then try these new
ways and watch them achieve magic for you.
7. Offer your spouse, your child or some business
associate a dime or a dollar every time he or she catches
you violating a certain principle. Make a lively game out
of mastering these rules.
8. The president of an important Wall Street bank
once described, in a talk before one of my classes, a
highly efficient system he used for self-improvement.
This man had little formal schooling; yet he had become
one of the most important financiers in America, and he
confessed that he owed most of his success to the constant
application of his homemade system. This is what
he does, I’ll put it in his own words as accurately as I
can remember.
“For years I have kept an engagement book showing
all the appointments I had during the day. My family
never made any plans for me on Saturday night, for the
family knew that I devoted a part of each Saturday evening
to the illuminating process of self-examination and
review and appraisal. After dinner I went off by myself,
opened my engagement book, and thought over all the
interviews, discussions and meetings that had taken
place during the week. I asked myself:
‘What mistakes did I make that time?’
‘What did I do that was right-and in what way
could I have improved my performance?’
‘What lessons can I learn from that experience?’
“I often found that this weekly review made me very
unhappy. I was frequently astonished at my own blunders.
Of course, as the years passed, these blunders became
less frequent. Sometimes I was inclined to pat
myself on the back a little after one of these sessions.
This system of self-analysis, self-education, continued
year after year, did more for me than any other one thing
I have ever attempted.
“It helped me improve my ability to make decisions
- and it aided me enormously in all my contacts with
people. I cannot recommend it too highly.”
Why not use a similar system to check up on your
application of the principles discussed in this book? If
you do, two things will result.
First, you will find yourself engaged in an educational
process that is both intriguing and priceless.
Second, you will find that your ability to meet and
deal with people will grow enormously.
9. You will find at the end of this book several blank
pages on which you should record your triumphs in the
application of these principles. Be specific. Give names,
dates, results. Keeping such a record will inspire you to
greater efforts; and how fascinating these entries will be
when you chance upon them some evening years from
now!
In order to get the most out of this book:
a. Develop a deep, driving desire to master the principles
of human relations,
b. Read each chapter twice before going on to the next
one.
c. As you read, stop frequently to ask yourself how
you can apply each suggestion.
d. Underscore each important idea.
e. Review this book each month.
f . Apply these principles at every opportunity. Use
this volume as a working handbook to help you
solve your daily problems.
g. Make a lively game out of your learning by offering
some friend a dime or a dollar every time he or she
catches you violating one of these principles.
h. Check up each week on the progress you are mak-ing.
Ask yourself what mistakes you have made,
what improvement, what lessons you have learned
for the future.
i. Keep notes in the back of this book showing how
and when you have applied these principles.

Tuesday, April 9, 2013

EIGHT THINGS THIS BOOK WILL
HELP YOU ACHIEVE
1. Get out of a mental rut, think new thoughts, acquire
new visions, discover new ambitions.
2. Make friends quickly and easily.
3. Increase your popularity.
4. Win people to your way of thinking.
5. Increase your influence, your prestige, your ability
to get things done.
6. Handle complaints, avoid arguments, keep your
human contacts smooth and pleasant.
7. Become a better speaker, a more entertaining
conversationalist.
8. Arouse enthusiasm among your associates.
This book has done all these things for more than ten
million readers in thirty-six languages.

HOW TO
Win Friends
AND
Influence
People

How to Win Friends and Influence People was first published
in 1937 in an edition of only five thousand copies.
Neither Dale Carnegie nor the publishers, Simon and
Schuster, anticipated more than this modest sale. To
their amazement, the book became an overnight sensation,
and edition after edition rolled off the presses to
keep up with the increasing public demand. Now to Win
Friends and InfEuence People took its place in publishing
history as one of the all-time international best-sellers.
It touched a nerve and filled a human need that was
more than a faddish phenomenon of post-Depression
days, as evidenced by its continued and uninterrupted
sales into the eighties, almost half a century later.
Dale Carnegie used to say that it was easier to make a
million dollars than to put a phrase into the English language.
How to Win Friends and Influence People became
such a phrase, quoted, paraphrased, parodied,
used in innumerable contexts from political cartoon to
novels. The book itself was translated into almost every
known written language. Each generation has discovered
it anew and has found it relevant.
Which brings us to the logical question: Why revise a
book that has proven and continues to prove its vigorous
and universal appeal? Why tamper with success?
To answer that, we must realize that Dale Carnegie
himself was a tireless reviser of his own work during his
lifetime. How to Win Friends and Influence People was
written to be used as a textbook for his courses in Effective
Speaking and Human Relations and is still used in
those courses today. Until his death in 1955 he constantly
improved and revised the course itself to make it
applicable to the evolving needs of an every-growing
public. No one was more sensitive to the changing currents
of present-day life than Dale Carnegie. He constantly
improved and refined his methods of teaching;
he updated his book on Effective Speaking several
times. Had he lived longer, he himself would have revised
How to Win Friends and Influence People to better
reflect the changes that have taken place in the world
since the thirties.
Many of the names of prominent people in the book,
well known at the time of first publication, are no longer
recognized by many of today’s readers. Certain examples
and phrases seem as quaint and dated in our social
climate as those in a Victorian novel. The important message
and overall impact of the book is weakened to that
extent.
Our purpose, therefore, in this revision is to clarify
and strengthen the book for a modern reader without
tampering with the content. We have not “changed”
How to Win Friends and Influence People except to
make a few excisions and add a few more contemporary
examples. The brash, breezy Carnegie style is intact-even
the thirties slang is still there. Dale Carnegie wrote
as he spoke, in an intensively exuberant, colloquial,
conversational manner.
So his voice still speaks as forcefully as ever, in the
book and in his work. Thousands of people all over the
world are being trained in Carnegie courses in increasing
numbers each year. And other thousands are reading
and studying How to Win Friends and lnfluence People
and being inspired to use its principles to better their
lives. To all of them, we offer this revision in the spirit
of the honing and polishing of a finely made tool.
Dorothy Carnegie
(Mrs. Dale Carnegie)
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 team-
work. 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 of 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