Sublime

Make the other person feel important—and do it sincerely.

During the years that Jim Farley traveled as a salesman for a gypsum company, and during the years that he held office as town clerk in Stony Point, he built up a system for remembering names. In the beginning, it was a very simple one. Whenever he met a new acquaintance, he found out their complete name and some facts about their family, business,

Let’s cease thinking of our accomplishments, our wants. Let’s try to figure out the other person’s good points. Then forget flattery. Give honest, sincere appreciation. Be “hearty in your approbation and lavish in your praise,” and people will cherish your words and treasure them and repeat them over a lifetime—repeat them years after you have

I believe that showing respect for all customers’ opinions and treating them diplomatically and courteously will help beat the competition.’

you can make someone want to do what you want them to by seeing the situation from the other person’s point of view and “arousing in the other person an eager want.”

RIASSUMENDO ESSERE UN LEADER: COME FAR CAMBIARE OPINIONE AGLI ALTRI SENZA OFFENDERE E SUSCITARE RISENTIMENTI PRINCIPIO 1 Iniziate sempre con le lodi e l’apprezzamento sincero. PRINCIPIO 2 Richiamate l’attenzione sugli errori altrui in maniera indiretta. PRINCIPIO 3 Parlate dei vostri errori prima di sottolineare quelli altrui. PRINCIPIO 4 Fate

Start thinking of strangers as people who can bring new dimensions to your life, not as persons to be feared.

Franklin D. Roosevelt sapeva che uno dei più semplici ma più ovvi e fondamentali modi per farsi benvolere è quello di ricordare i nomi e far sentire importanti le persone; eppure quanti di noi lo fanno? Cinquanta volte su cento, quando incontriamo uno sconosciuto, gli parliamo per pochi minuti e non riusciamo nemmeno a ricordarne il nome quando ci