I’ll admit something embarrassing: I used to be that guy who interrupted people mid-sentence, thinking I was being helpful by finishing their thoughts.
It wasn’t until a mentor pulled me aside after a particularly cringeworthy investor meeting that I realized how much this habit was hurting me. “You need to read Dale Carnegie,” he said, sliding a worn copy of “How to Win Friends and Influence People” across the table.
That was six years ago, and that book completely rewired how I interact with people. Carnegie wrote it back in 1936, but here’s the thing: human nature hasn’t changed much since then. We still want to feel important, be understood, and connect with others.
The habits Carnegie taught are just as powerful today as they were during the Great Depression. Maybe even more so, considering how much of our communication happens through screens now. I’ve distilled his wisdom into nine habits that have genuinely transformed how I navigate both business and personal relationships.
1. Become genuinely interested in other people
Remember the last time someone showed real interest in your life? Felt pretty good, right?
Carnegie’s first principle sounds simple, but it’s revolutionary when you actually practice it. Most of us are waiting for our turn to talk, mentally rehearsing our next clever comment. But genuine interest means asking follow-up questions and remembering what people tell you.
I started implementing this after my startup failure. Instead of networking events being about pitching my next idea, they became about learning other people’s stories.
The irony? This shift led to more meaningful connections and opportunities than any elevator pitch ever did.
Try this: Next conversation you have, challenge yourself to ask three follow-up questions before sharing your own experience. Watch how the dynamic changes.
2. Remember that a person’s name is the sweetest sound
Carnegie was obsessed with this one, and for good reason. Using someone’s name isn’t manipulation; it’s acknowledgment that they matter.
I’ve started writing down names immediately after meeting someone, along with one detail about them. Met a designer named Marcus who’s learning Portuguese? That goes in my phone.
When I see Marcus three months later and ask about his Portuguese lessons, his face lights up.
This works in digital communication too. Starting emails with someone’s name, using it naturally in Slack conversations, or remembering to tag them properly in social media posts all create that same recognition.
3. Make the other person feel important (and do it sincerely)
This isn’t about fake compliments or brown-nosing. It’s about recognizing that everyone has something they’re proud of, something they’ve worked hard on, something that matters to them.
When I sold my first company, the buyer spent the first hour of our meeting asking about the technical challenges we’d overcome. Not the financials, not the growth metrics, but the actual problems we’d solved.
By the time we got to negotiations, I already liked him. He’d made me feel like what I’d built mattered beyond just the numbers.
You can do this by noticing effort, not just results. Thank the barista for the latte art attempt, even if it looks more like abstract art. Acknowledge your colleague’s preparation for a meeting, not just whether it went well.
4. Talk in terms of the other person’s interests
Want to connect with someone quickly? Stop leading with your interests and start with theirs.
I learned this the hard way during my second startup. I was so excited about our product’s features that I forgot to ask potential customers about their actual problems. We built something technically impressive that nobody wanted. Expensive lesson, but it stuck.
Now, whether I’m catching up with friends or in a business meeting, I start by understanding what matters to them right now. What problems are they trying to solve? What are they excited about? Once you understand their interests, you can connect your ideas to their world.
5. Let the other person do most of the talking
Here’s a ratio that changed my life: 70/30. They talk 70% of the time, you talk 30%.
This feels unnatural at first, especially if you’re naturally chatty like me. But people rarely get the chance to fully express themselves. When you give them that space, something magical happens. They open up, share more, and ironically, think you’re a great conversationalist even though you barely spoke.
Last week, I had coffee with someone seeking career advice. I asked maybe five questions total. He talked for an hour, working through his own thoughts out loud. At the end, he thanked me for the “amazing advice.” All I did was listen and occasionally ask “What makes you say that?” or “How did that feel?”
6. Begin with praise and honest appreciation
Criticism is easier to take when it comes after genuine appreciation. Carnegie knew this decades before the “feedback sandwich” became corporate speak.
But here’s the key: the appreciation has to be real. People can smell fake praise from a mile away. Find something you genuinely respect or appreciate, mention it specifically, then address what needs improvement.
I use this constantly when reviewing work. Instead of jumping straight to what’s wrong, I’ll highlight what’s working first. “The way you structured this presentation makes the complex data really accessible. I’m wondering if we could apply that same clarity to the executive summary?”
7. Ask questions instead of giving direct orders
“Could you handle this?” hits different than “Handle this.”
Questions give people ownership. They transform orders into collaborations. When someone figures out the solution themselves (with your gentle guidance), they’re far more committed to making it work.
During my first company, I shifted from telling my team what to do to asking “What do you think we should do about this?” The quality of solutions improved dramatically, and people stopped coming to me for every small decision.
8. Admit your mistakes quickly and emphatically
Carnegie understood something that social media has made even more relevant: trying to hide mistakes in the age of screenshots is pointless.
When my second startup failed, my instinct was to minimize it, to explain all the external factors.
But owning it completely (“I misread the market and made some terrible hiring decisions”) actually increased people’s trust in me. Investors who’d lost money still recommended me to others because of how I handled the failure.
Quick, clear admission of mistakes builds more credibility than never making mistakes in the first place (which is impossible anyway).
9. Give the other person a fine reputation to live up to
Finally, Carnegie taught that people rise or fall to meet your expectations of them. Tell someone they’re thoughtful, and they’ll act more thoughtfully. Treat someone as trustworthy, and they become more deserving of trust.
I’ve mentioned before that our beliefs shape our reality, but this takes it further. Your beliefs about others shape their reality too. When you give someone a positive reputation to maintain, they’ll often work hard to keep it.
This works in subtle ways. Instead of “You never follow through,” try “This isn’t like you, you’re usually so reliable.” Watch how differently people respond.
The bottom line
These nine habits from Carnegie aren’t just communication techniques. They’re a philosophy for dealing with humans that recognizes a fundamental truth: everyone wants to feel valued, heard, and important.
The beauty is that you don’t need to implement all nine at once. Pick one, practice it for a week, then add another. I started with just remembering names and using them, and that single change opened more doors than any technical skill I’ve learned.
In a world where we’re increasingly disconnected despite being constantly connected, Carnegie’s advice feels more necessary than ever. These habits work because they address what hasn’t changed: our basic human need for genuine connection and recognition.
What’s stopping you from trying just one of these today?
