Chapter 3 VISUALIZATION OF AND BELIEFIN ATTAINMENT OF DESIRE The Second Step toward Riches FAITH is the head chemist of the mind. When FAITH is blended with the vibration of thought, the subconscious mind instantly picks up the vibration, translates it into its spiritual equivalent, and transmits it to Infinite Intelligence, as in the case […]
Chapter 2The Starting Point of all AchievementThe First Step toward Riches WHEN Edwin C. Barnes climbed down from the freight train in Orange, N. J., more than thirty years ago, he may have resembled a tramp, but his thoughts were those of a king!As he made his way from the railroad tracks to Thomas A.
Chapter-1 THE POWER OF THOUGHT The Man Who “Thought” His Way Into Partnership With Thomas A. Edison TRULY, “thoughts are things,” and powerful things at that, when they are mixed with definiteness of purpose, persistence, and a BURNING DESIRE for their translation into riches, or other material objects.A little more than thirty years ago, Edwin
by Lowell Thomas This biographical information about Dale Carnegie was written as an introduction to the original edition of How to Win Friends and Influence People. It is reprinted in this edition to give the readers additional background on Dale Carnegie.It was a cold January night in 1935, but the weather couldn’t keep them away.
Chapter 9 Back in 1915, America was aghast. For more than a year, the nations of Europe had been slaughtering one another on a scale never before dreamed of in all the bloody annals of mankind. Could peace be brought about? No one knew. But Woodrow Wilson was determined to try. He would send a
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Chapter 8 A bachelor friend of mine, about forty years old, became engaged, and his fiancée persuaded him to take some belated dancing lessons. “The Lord knows I needed dancing lessons,” he confessed as he told me the story, “for I danced just as I did when I first started twenty years ago. The first
Chapter 7 What do you do when a person who has been a good worker begins to turn in shoddy work? You can fire him or her, but that really doesn’t solve anything. You can berate the worker, but this usually causes resentment. Henry Henke, a service manager for a large truck dealership in Lowell,
Chapter 6 Pete Barlow was an old friend of mine. He had a dog-and-pony act and spent his life travelling with circuses and vaudeville shows. I loved to watch Pete train new dogs for his act. I noticed that the moment a dog showed the slightest improvement, Pete patted and praised him and gave him
Chapter 5 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
Chapter 4 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
Chapter 3 My niece, Josephine Carnegie, had come to New York to be my secretary. She was nineteen, had graduated from high school three years previously, and her business experience was a trifle more than zero. She became one of the most proficient secretaries west of Suez, but in the beginning, she was––well, susceptible to
Chapter 2 Charles schwab was passing through one of his steel mills one day at noon when he came across some of his employees smoking. Immediately above their heads was a sign that said “No Smoking.” Did Schwab point to the sign and say, “Can’t you read?” Oh no, not Schwab. He walked over to
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Chapter 1 A friend of mine was a guest at the White House for a weekend during the administration of Calvin Coolidge. Drifting into the President’s private office, he heard Coolidge say to one of his secretaries, “That’s a very pretty dress you are wearing this morning, and you are a very attractive young woman.”That
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Chapter 12 Charles Schwab had a mill manager whose people weren’t producing their quota of work.“How is it,” Schwab asked him, “that a manager as capable as you can’t make this mill turn out what it should?”“I don’t know,” the manager replied. “I’ve coaxed the men, I’ve pushed them, I’ve sworn and cussed, I’ve threatened
Chapter 11 Many years ago, the Philadelphia Evening Bulletin was being maligned by a dangerous whispering campaign. A malicious rumour was being circulated. Advertisers were being told that the newspaper was no longer attractive to readers because it carried too much advertising and too little news. Immediate action was necessary. The gossip had to be
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