How To Win Friends And Influence People Part 42

If a few sentences humbling oneself and praising the other party can turn a haughty, insulted Kaiser into a staunch friend, imagine what humility and praise can do for you and me in our daily contacts. Rightfully used, they will work veritable miracles in human relations.

Admitting one's own mistakes - even when one hasn't corrected them - can help convince somebody to change his behavior. This was ill.u.s.trated more recently by Clarence Zerhusen of Timonium, Maryland, when he discovered his fifteen-year-old son was experimenting with cigarettes.

"Naturally, I didn't want David to smoke," Mr. Zerhusen told us, "but his mother and I smoked cigarettes; we were giving him a bad example all the time. I explained to Dave how I started smoking at about his age and how the nicotine had gotten the best of me and now it was nearly impossible for me to stop. I reminded him how irritating my cough was and how he had been after me to give up cigarettes not many years before.

"I didn't exhort him to stop or make threats or warn him about their dangers. All I did was point out how I was hooked on cigarettes and what it had meant to me.

"He thought about it for a while and decided he wouldn't smoke until he had graduated from high school. As the years went by David never did start smoking and has no intention of ever doing so.

"As a result of that conversation I made the decision to stop smoking cigarettes myself, and with the support of my family, I have succeeded."

A good leader follows this principle:

PRINCIPLE 3 Talk about your own mistakes before criticizing the other person.

4 NO ONE LIKES TO TAKE ORDERS

I once had the pleasure of dining with Miss Ida Tarbell, the dean of American biographers. When I told her I was writing this book, we began discussing this all-important subject of getting along with people, and she told me that while she was writing her biography of Owen D.

Young, she interviewed a man who had sat for three years in the same office with Mr. Young. This man declared that during all that time he had never heard Owen D. Young give a direct order to anyone. He always gave suggestions, not orders. Owen D. Young never said, for example, "Do this or do that," or "Don't do this or don't do that." He would say, "You might consider this," or "Do you think that would work?" Frequently he would say, after he had dictated a letter, "What do you think of this?" In looking over a letter of one of his a.s.sistants, he would say, "Maybe if we were to phrase it this way it would be better." He always gave people the opportunity to do things themselves; he never told his a.s.sistants to do things; he let them do them, let them learn from their mistakes.

A technique like that makes it easy for a person to correct errors. A technique like that saves a person's pride and gives him or her a feeling of importance. It encourages cooperation instead of rebellion.

Resentment caused by a brash order may last a long time -even if the order was given to correct an obviously bad situation. Dan Santarelli, a teacher at a vocational school in Wyoming, Pennsylvania, told one of our cla.s.ses how one of his students had blocked the entrance way to one of the school's shops by illegally parking his car in it. One of the other instructors stormed into the cla.s.sroom and asked in an arrogant tone, "Whose car is blocking the driveway?" When the student who owned the car responded, the instructor screamed: "Move that car and move it right now, or I'll wrap a chain around it and drag it out of there."

Now that student was wrong. The car should not have been parked there. But from that day on, not only did that student resent the instructor's action, but all the students in the cla.s.s did everything they could to give the instructor a hard time and make his job unpleasant.

How could he have handled it differently? If he had asked in a friendly way, "Whose car is in the driveway?"

and then suggested that if it were moved, other cars could get in and out, the student would have gladly moved it and neither he nor his cla.s.smates would have been upset and resentful.

Asking questions not only makes an order more palatable; it often stimulates the creativity of the persons whom you ask. People are more likely to accept an order if they have had a part in the decision that caused the order to be issued.

When Ian Macdonald of Johannesburg, South Africa, the general manager of a small manufacturing plant specializing in precision machine parts, had the opportunity to accept a very large order, he was convinced that he would not meet the promised delivery date. The work already scheduled in the shop and the short completion time needed for this order made it seem impossible for him to accept the order.

Instead of pus.h.i.+ng his people to accelerate their work and rush the order through, he called everybody together, explained the situation to them, and told them how much it would mean to the company and to them if they could make it possible to produce the order on time. Then he started asking questions:

"Is there anything we can do to handle this order?"

"Can anyone think of different ways to process it through the shop that will make it possible to take the order?"

"Is there any way to adjust our hours or personnel a.s.signments that would help?"

The employees came up with many ideas and insisted that he take the order. They approached it with a "We can do it" att.i.tude, and the order was accepted, produced and delivered on time.

An effective leader will use . . .

PRINCIPLE 4 Ask questions instead of giving direct orders.

5 LET THE OTHER PERSON SAVE FACE

Years ago the General Electric Company was faced with the delicate task of removing Charles Steinmetz from the head of a department. Steinmetz, a genius of the first magnitude when it came to electricity, was a failure as the head of the calculating department. Yet the company didn't dare offend the man. He was indispensable - and highly sensitive. So they gave him a new t.i.tle. They made him Consulting Engineer of the General Electric Company - a new t.i.tle for work he was already doing - and let someone else head up the department.

Steinmetz was happy.

So were the officers of G.E. They had gently maneuvered their most temperamental star, and they had done it without a storm - by letting him save face.

Letting one save face! How important, how vitally important that is! And how few of us ever stop to think of it! We ride roughshod over the feelings of others, getting our own way, finding fault, issuing threats, criticizing a child or an employee in front of others, without even considering the hurt to the other person's pride.

Whereas a few minutes' thought, a considerate word or two, a genuine understanding of the other person's att.i.tude, would go so far toward alleviating the sting!

Let's remember that the next time we are faced with the distasteful necessity of discharging or reprimanding an employee.

"Firing employees is not much fun. Getting fired is even less fun." (I'm quoting now from a letter written me by Marshall A. Granger, a certified public accountant.) "Our business is mostly seasonal. Therefore we have to let a lot of people go after the income tax rush is over.

It's a byword in our profession that no one enjoys wielding the ax. Consequently, the custom has developed of getting it over as soon as possible, and usually in the following way: 'Sit down, Mr. Smith. The season's over, and we don't seem to see any more a.s.signments for you. Of course, you understood you were only employed for the busy season anyhow, etc., etc.'

"The effect on these people is one of disappointment and a feeling of being 'let down.' Most of them are in the accounting field for life, and they retain no particular love for the firm that drops them so casually.