Make Yourself Unforgettable Quotes

“Many of the principles Dale Carnegie writes about in How to Win Friends and Influence People apply directly to communication. Keep the following points in mind: • To get the best of an argument—avoid it. • Show respect for the other person’s opinion. Never tell a person he or she is wrong. • If you are wrong, admit it quickly, emphatically. • Begin in a friendly way. Get the other person saying “yes” immediately. • Let the other person do a great deal of the talking. • Let the other person feel the idea is his or hers. • Speak softly. • Smile appropriately. • If a confrontation can’t be avoided, don’t feel you have to get an unconditional surrender. Always give the other person an opening for an honorable retreat. RESOLVING CONFLICT This intelligent approach to resolving conflicts is not as easy as it may sound. Sometimes you may not feel calm, rational, or open-minded. The psychologist William James wrote, “Action seems to follow feeling, but really action and feeling go together; and by regulating the action, which is under the more direct control of the will, we can indirectly regulate the feeling.” In other words, when you adopt the actions of a calm, rational person, you become calm and rational. When you act open-minded, your mind actually opens up. And almost magically, the person with whom you are interacting mirrors those behaviors and adopts the same feelings.”
― Dale Carnegie Training, Make Yourself Unforgettable: How to Become the Person Everyone Remembers and No One Can Resist

“First, take a genuine interest in other people. Genuine is the key word. Don’t fake it. Train yourself to actually become interested in other people’s lives. You yourself may be totally fascinating, but that doesn’t mean you’re the only one who’s totally fascinating. Show people you understand that. Second, remember that a person’s name is, to that person, the most important word in any language. Focus on remembering someone’s name as soon as you meet the person. Use the name in your conversation so that you don’t forget. Third, make the other person feel important—and do it sincerely. Once again, sincerity is the important thing. An ancient proverb says, “Wisdom is the power to learn something from everyone.” If you want to be wise, if you want to be unforgettable, if you want to be a class act, find the important thing that you can learn from only one person—the person you’re talking with right now. Fourth and last is a single-sentence principle: smile. What could be simpler? Smile. In fact, smile right now!”
― Dale Carnegie Training, Make Yourself Unforgettable: How to Become the Person Everyone Remembers and No One Can Resist

“The late Marlon Brando was once asked if he considered himself the best actor in Hollywood. That was a treacherous question, but Brando answered it in a creative way. He said, “It doesn’t matter whether I’m the best actor. I’m the best-positioned actor. People know me, and they want me around. I make life interesting for the people around me. It’s fun for me and it’s fun for them. I’m not always a nice guy, but I’m never the same guy twice. That’s why studios want to put me in movies, and that’s why the public wants to see me there.” Are you like Brando in this respect? Do you get together with your colleagues even when you don’t have to? If the answer is yes, you’re on the right track. If the answer is no, ask yourself, whom would you rather be with? Then think about how you can make a career move in that direction. Do you communicate with your colleagues even when it’s not strictly necessary—by phone, e-mail, or in person? Or are you more comfortable being on your own? There probably has never been a person who was more challenged in this area than Howard Hughes. He was undeniably a technical expert, and he was certainly unforgettable. He could design an airplane, fly it, and also direct a movie about it.”
― Dale Carnegie Training, Make Yourself Unforgettable: How to Become the Person Everyone Remembers and No One Can Resist

“Business leadership is based on two elements: vision and technical competence. Top people in a given industry always embody at least one of those two elements. Sometimes, but rarely, they embody both of them. Simply put, vision is the ability to see what other people don’t. It’s a Ford executive named Lee Iacocca realizing that a market existed for an automobile that was both a racing car and a street vehicle—and coming up with the Mustang. It’s Steven Jobs realizing that computers needed to be sold in a single box, like a television sets, instead of piece by piece. About one hundred years ago, Walter Chrysler was a plant manager for a locomotive company. Then he decided to go into the car business, which was a hot new industry at the time. The trouble was, Walter Chrysler didn’t know a lot about cars, except that they were beginning to outnumber horses on the public roadways. To remedy this problem, Chrysler bought one of the Model T Fords that were becoming so popular. To learn how it worked, he took it apart and put it back together. Then, just to be sure he understood everything, he repeated this. Then, to be absolutely certain he knew what made a car work, he took it apart and put it together forty-eight more times, for a grand total of fifty. By the time he was finished, Chrysler not only had a vision of thousands of cars on American highways, he also had the mechanical details of those cars engraved in his consciousness. Perhaps you’ve seen the play called The Music Man. It’s about a fast-talking man who arrives in a small town with the intention of hugely upgrading a marching band. However, he can’t play any instruments, doesn’t know how to lead a band, and doesn’t really have any musical skills whatsoever. The Music Man is a comedy, but it’s not totally unrealistic. Some managers in the computer industry don’t know how to format a document. Some automobile executives could not change a tire. There was once even a vice president who couldn’t spell potato. It’s not a good idea to lack the fundamental technical skills of your industry, and it’s really not a good idea to get caught lacking them. So let’s see what you can do to avoid those problems.”
― Dale Carnegie Training, Make Yourself Unforgettable: How to Become the Person Everyone Remembers and No One Can Resist

“What’s the best thing you’ve done in your work and career? In business decision-making, certainly one of your highlights was licensing your computer operating system to IBM for almost no money, provided you could retain the right to license the system to other computer manufacturers as well. IBM was happy to agree because, after all, nobody would possibly want to compete with the most powerful company in the world, right? With that one decision, your system and your company became dominant throughout the world, and you, Bill Gates, were on your way to a net worth of more than $60 billion. Or maybe you’d like to look at your greatest career achievement from a different angle. Instead of focusing on the decision that helped you make so much money, maybe you’d like to look at the decision to give so much of it away. After all, no other person in history has become a philanthropist on the scale of Bill Gates. Nations in Africa and Asia are receiving billions of dollars in medical and educational support. This may not be as well publicized as your big house on Lake Washington with its digitalized works of art, but it’s certainly something to be proud of. Determining your greatest career achievement is a personal decision. It can be something obvious or something subtle. But it should make you proud of yourself when you think of it. So take a moment, then make your choice.”
― Dale Carnegie Training, Make Yourself Unforgettable: How to Become the Person Everyone Remembers and No One Can Resist

“short, you shouldn’t be surprised if the world does the same thing. But the purpose of this book, and of this chapter in particular, is to help you set yourself apart from other people. Here’s a good way to start moving in that direction. We’re going to look at your most significant achievements in three different areas of your life: your work and career; your education; and your relationships with family and friends. We’re going to look at the things you’ve done right—and if you haven’t done some of them as right as you would like, these are also the areas in which you will commit yourself to doing better. These are things you deserve to be proud of—and if you’re not proud now, you have a great opportunity to change that. And remember, focusing on your achievements—past, present, and future—doesn’t mean you’re being egotistical or self-centered. It’s giving yourself credit where credit is due, and just being able to do that will immediately set you apart from the crowd.”
― Dale Carnegie Training, Make Yourself Unforgettable: How to Become the Person Everyone Remembers and No One Can Resist

“The bad news is, everyone looks great on paper and in interviews, but everyone also looks exactly the same. People have figured out how to present themselves as competent, qualified managers who won’t make waves and who won’t make mistakes—but nobody is able to say, “I’ve got ideas that are really new and different!” People are afraid to present themselves as innovators, and consequently innovation itself has become a lost art. This is a problem for American business. But it’s also a golden opportunity for anyone who values originality and knows how to put it to work. You can instantly set yourself apart from the crowd by focusing on what you’ll do right instead of what you won’t do wrong. To do that, you’ll need insight about your strengths and weaknesses, and intelligence about how to maximize your contribution. But most of all you’ll need inspiration—the power to create energy and excitement by what you say, how you look, and above all, what you do. Those are some of the topics we’ll be talking about in this chapter. As a first step toward making yourself unforgettable to others, consider how you see yourself in your own eyes. Image is built upon self-perception. If your self-perception is out of sync with the way you want to be perceived, you will have a hard time making a positive impression—especially if you’re not even fully aware of the problem. This happens to many people. For some reason, we tend to think less of ourselves than we’d like. We also tend to have a lower opinion of ourselves than other people have of us. It”
― Dale Carnegie Training, Make Yourself Unforgettable: How to Become the Person Everyone Remembers and No One Can Resist

“Is listening a matter of waiting for the other person to stop so that you can start talking, or is it a skill that you genuinely want to develop? It’s amazing how rare good listeners are, and by becoming one of those rare people, you can take a big step toward making yourself truly unforgettable.”
― Dale Carnegie Training, Make Yourself Unforgettable: How to Become the Person Everyone Remembers and No One Can Resist

“cimiento clave de la clase. Vimos maneras en las que se puede evaluar y crear una sensación de seguridad y autoestima en su carrera y su vida personal. Pero cuando se trata de”
― Dale Carnegie, Cómo hacerse inolvidable: Una guía para convertirse en la persona que todos recuerdan y nadie puede resist

“la vida no es un día en la playa. Le van a mentir, hacer trampa, lo van a culpar, le darán puñaladas por la espalda, se verá desilusionado”
― Dale Carnegie, Cómo hacerse inolvidable: Una guía para convertirse en la persona que todos recuerdan y nadie puede resist