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Chapter 1—If You Must Find Fault, This Is the Way to Begin

Diplomatic ways to confront others about their mistakes is the subject of this chapter. Carnegie advises that one should always praise an individual before delivering criticism. He supplies several examples, including the transcript of a letter from Abraham Lincoln to General Joseph Hooker during the darkest days of the Civil War. At the end of the chapter, Carnegie uses the analogy of a dentist applying Novocain before drilling a patient’s teeth. The chapter ends with Principle 1: Begin with praise and honest appreciation.

Chapter 2—How to Criticize—and Not Be Hated for It

Carnegie discusses the necessity for delicate handling when talking about someone’s mistakes. He describes how phrasing a statement with “and” instead of “but” is far more motivating (e.g., “We think you are doing well, and we believe that you will continue to improve” vs. “We think you are doing well, but there is plenty of room for improvement”). It is best to make someone aware of a mistake without focusing on it. The chapter ends with Principle 2: Call attention to people’s mistakes indirectly.

Chapter 3—Talk About Your Own Mistakes First

Before criticizing someone else’s mistakes, one should admit to having made similar mistakes. Carnegie provides a historical anecdote involving Kaiser Wilhelm II and advises that one should humble oneself before pointing out someone else’s flaws. It will seem far less antagonistic to the other person. The chapter ends with Principle 3: Talk about your own mistakes before criticizing the other person.

Chapter 4—No One Likes to Take Orders

This chapter focuses on the difference between direct orders and suggestions. Carnegie advocates that one should ask questions or make suggestions, so that the other person will choose to make the adjustment and learn from the experience. This is less likely to damage the other person’s pride and creates a sense of teamwork. The chapter ends with Principle 4: Ask questions instead of giving direct orders.

Chapter 5—Let the Other Person Save Face

Carnegie uses first-hand accounts of employers who found tactful ways to correct or fire employees. The chapter focuses on trying to maintain the other person’s pride and dignity. There is no benefit in making the other person feel terrible. The chapter ends with Principle 5: Let the other person save face.

Chapter 6—How to Spur People On to Success

The benefits of praise are described in this chapter. He compares the reward systems used in training animals to the punishment systems often used when training people. Carnegie recommends regular praise for even small improvements to keep others motivated to improve. He reiterates the need for sincere praise instead of flattery (discussed in Part One, Chapter 2). The chapter ends with Principle 6: Praise the slightest improvement and praise every improvement. Be “hearty in your approbation and lavish in your praise.”

Chapter 7—Give a Dog a Good Name

Carnegie discusses the advantages of telling a person that you respected how he or she once used to perform in a certain area, but that his or her performance is not what it once was. Challenge them to achieve that commended level again. He uses an anecdote of a factory worker that had been working slower, with decreasing quality of work. Instead of reprimanding the employee, the supervisor recalls how excellent the employee’s work used to be. The employee, in turn, redoubles his efforts to live up to his old reputation. Carnegie uses several other anecdotes to show the value of this concept in various work settings as well as with children. The chapter ends with Principle 7: Give the other person a fine reputation to live up to.

Chapter 8—Make the Fault Seem Easy to Correct

Downplaying mistakes in an effort to encourage a person to correct them is the focus of this chapter. Carnegie relays several stories where the people in each believe that they are incapable of something. They are told that they have a natural affinity or gift for it, instead of being told that they are incapable. In each story, the person becomes motivated and strives to improve. Carnegie advocates that by minimizing the challenges and using encouragement, one can change an individual's mindset. The chapter ends with Principle 8: Use encouragement. Make the fault seem easy to correct.

Chapter 9—Making People Glad to Do What You Want

Carnegie discusses the merits of telling people what the benefits to their actions are, whether they benefit the individual or the group as a whole. By telling employees that their contribution matters to the image and success of the company, the employees will be more motivated. Carnegie admits that it will not always work, since people are not always so invested. He does state that it costs almost nothing to point out the positive results, so any improvement should be welcome. The chapter ends with Principle 9: Make the other person happy about doing the thing you suggest.

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