What is *How to Have Confidence and Power in Dealing with People* by Les Giblin about?

Les Giblin’s *How to Have Confidence and Power in Dealing with People* teaches practical strategies for effective communication by addressing three core human needs: acceptance, approval, and appreciation. The book provides actionable techniques for building confidence, improving listening skills, and fostering mutually beneficial relationships in personal and professional settings. Each chapter includes summaries for easy retention.

Who should read *How to Have Confidence and Power in Dealing with People*?

This book is ideal for professionals, leaders, salespeople, and anyone seeking to enhance interpersonal skills. It’s particularly valuable for those navigating workplace dynamics, customer interactions, or personal relationships. Les Giblin’s insights are timeless, making the book relevant for both new and experienced readers.

Is *How to Have Confidence and Power in Dealing with People* worth reading?

Yes. Readers praise its no-nonsense approach to human relations, comparing it to Dale Carnegie’s classics. The book offers proven strategies for gaining cooperation and goodwill while maintaining self-respect. Reviews highlight its enduring relevance, with one calling it “worth its weight in gold”.

What are the key concepts in *How to Have Confidence and Power in Dealing with People*?

Key ideas include: - Prioritizing others’ needs for acceptance and appreciation. - Using praise as a motivational tool. - Developing active listening skills. - Creating win-win outcomes through respectful communication. Giblin emphasizes adapting to human nature rather than expecting others to conform to your preferences.

How does *How to Have Confidence and Power in Dealing with People* compare to *How to Win Friends and Influence People*?

Both books focus on interpersonal effectiveness, but Giblin’s work is more tactical, offering step-by-step methods for immediate application. While Carnegie emphasizes likability, Giblin balances empathy with achieving personal goals, making it a practical complement to Carnegie’s philosophy.

What is Les Giblin’s background in human relations?

Les Giblin (1912–1986) was a two-time national Salesman of the Year who transitioned into training executives at companies like General Electric and Johnson & Johnson. His door-to-door sales experience shaped his insights into human behavior, which he distilled into seminars and books like *Skill With People*.

How can *How to Have Confidence and Power in Dealing with People* improve workplace communication?

The book teaches how to: - Frame requests to align with others’ interests. - Resolve conflicts by acknowledging perspectives. - Inspire teamwork through genuine appreciation. These methods help reduce friction and increase productivity in professional environments.

What are the main criticisms of *How to Have Confidence and Power in Dealing with People*?

Some modern readers may find the 1950s-era examples dated, though the core principles remain applicable. Critics note it prioritizes practicality over deep psychological analysis, which may disappoint those seeking nuanced theories.

如何在与人交往中获得自信与影响力

莱斯·吉布林

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《如何在与人交往中获得自信与影响力》概述

通过莱斯·吉布林（Les Giblin）这份永恒的人际影响力指南，掌握人际交往的艺术。利用他著名的“3A公式”，你将在任何社交场合中游刃有余，展现出不可动摇的自信。商界领袖们对其推崇备至——究竟是什么提升自我的秘诀将永远改变你的人际关系？

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第 1 章

The Power of Genuine Connection: Unlocking Human Relations

In a world where technical skills are often prioritized, Les Giblin's masterpiece stands as a reminder that 85% of professional success and 99% of personal happiness depend on our ability to effectively deal with people. Since its publication in 1956, this book has remained a cornerstone of personal development literature, selling millions of copies worldwide. It's been praised by business leaders from Warren Buffett to Tony Robbins, who credits it as one of the five books that changed his life. What makes this work particularly remarkable is how its principles have proven timeless-whether navigating office politics in the 1950s or managing remote teams in today's digital landscape, the fundamental human needs Giblin identifies remain unchanged. As we navigate an increasingly interconnected world, the ability to build genuine connections has never been more valuable-or more rare.

第 2 章

The Foundation of All Success: People Skills

Success and happiness both hinge on one critical factor: how effectively we deal with other people. Scientific research consistently shows that 85% of success in any profession comes not from technical expertise but from personality factors and human relations skills. The Carnegie Institute found that for every person fired for incompetence, two lose their jobs for failing with people. Even in highly technical fields like engineering, those with strong people skills earn significantly more than colleagues with merely high academic marks. This reality becomes increasingly important in our interconnected world. The rugged individualism that might have worked in Davy Crockett's era is no longer viable. Today, almost everything we accomplish depends on cooperation with others. Our personality problems-whether shyness, timidity, or self-consciousness-are fundamentally problems in dealing with people. The key to mastering human relations isn't memorizing superficial "tricks" or manipulative techniques. Rather, it's understanding and applying fundamental principles with genuine comprehension of human nature. Like a pianist who masters basic principles to play any piece of music, we must learn the underlying dynamics of human interaction rather than memorizing specific responses for each person we meet. When we develop confidence in dealing with people, we automatically improve both our professional success and personal happiness. The skills outlined in this book aren't theoretical abstractions-they're practical tools that have helped thousands achieve remarkable results in their relationships, careers, and personal lives.

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第 3 章

The Universal Human Hunger for Importance

The deepest human drive is to maintain our individuality and dignity. Every person you meet wants to feel important and to "amount to something." This isn't mere vanity-it's a fundamental need woven into our psychological makeup. When someone's ego is wounded, they may go to extraordinary lengths to defend it, from criminal behavior to violence. Contrary to conventional wisdom, self-centered, egotistical people don't suffer from too much self-esteem but from too little. Their apparent arrogance is actually compensation for deep insecurity. Ego-hunger is as natural as hunger for food-both serve self-preservation. Just as a starved body becomes irritable, a starved ego becomes mean and critical. This insight gives us a powerful formula: LS/MFT-Low Self-Esteem Means Friction and Trouble. People with high self-esteem are easy to get along with-cheerful, generous, tolerant, and willing to listen. They can admit mistakes and take criticism because their self-worth remains intact. Conversely, those with low self-esteem find threats everywhere, even in innocent remarks. The only effective way to deal with difficult people is to help them like themselves better. Feed their hungry ego, and they'll stop growling and snapping. The secret to successful human relations is to look for good points in others that you can genuinely praise. Try paying at least five sincere compliments each day, and watch how much smoother your interactions become. This principle works universally-from children to kings. When General Oglethorpe failed to persuade the King of England to support a new colony with logical arguments, he changed tactics. By suggesting they name the colony Georgia after the king, he immediately secured not just permission but full financing. The key is giving others a personal reason that enhances their ego.

第 4 章

The Currency of Recognition: Your Hidden Asset

Every human being possesses wealth in human relations that too often goes unspent. People universally hunger to feel important, to have their personal worth confirmed by others. You have the power to feed this hunger in everyone you meet by acknowledging their importance and helping them feel appreciated. Even successful or famous people need to feel important. Courtesy and politeness are simply ways we acknowledge others' importance. Small slights can have enormous consequences in human relations-what seem like trivial matters become "tremendous trifles" when they repeatedly communicate "I don't think you're important." Just as nations formally "recognize" other countries, we must recognize other people as legitimate, important human beings. A study of worker dissatisfaction revealed that the top causes of unrest all related to failure to recognize employee importance: not giving credit for suggestions, ignoring grievances, failing to encourage, criticizing publicly, and not asking for opinions. To make others feel important, practice three essential habits. First, genuinely believe that other people matter-this can't be faked. When we appreciate people's unique mental life rather than seeing them as mere machines, we naturally treat them with more respect. Second, actively notice people-we only notice what's important to us, so when we notice others, we implicitly acknowledge their value. Third, avoid lording it over people-the most effective way to make a good impression is to let others know they've impressed you. The quickest way to improve your human relations is to generously distribute this wealth of recognition. Don't be stingy or try to barter with it. Give it away freely without expecting anything in return, and it will always come back to you multiplied.

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第 5 章

Controlling the Mirror: How Others Reflect Your Attitudes

People tend to mirror the attitudes and behaviors you project-a principle proven by extensive research. In telephone tests conducted by the Speech Research Unit of Kenyon College and the U.S. Navy, people automatically matched the volume level of questions asked-soft questions received soft responses, loud questions prompted loud answers. Remarkably, subjects couldn't help being influenced by the speaker's tone, no matter how hard they tried to control their responses. This mirroring effect applies to all aspects of human interaction. When you respond to hostility with calmness, you often defuse anger before it escalates. Enthusiasm is contagious-but so is indifference. When you adopt an enthusiastic attitude about your ideas or products, others naturally catch that same spirit. As one Florida tackle shop owner demonstrated with his unabashed passion for spin fishing, genuine enthusiasm sells. Confidence breeds confidence in others. Many mediocre individuals outperform talented ones simply by mastering confident behavior. Napoleon demonstrated this when facing the French Army sent to capture him after his exile-his supreme confidence that he was in command made the soldiers follow him instead. Conrad Hilton built his hotel empire with more confidence than capital, inspiring investors with his unwavering belief in success. Your physical actions reveal your mental attitudes. A person walking with drooped shoulders shows they're carrying heavy psychological burdens. Someone with downcast eyes signals pessimism. The timid person takes hesitant, uncertain steps. In contrast, confident individuals step boldly, with shoulders back and eyes focused upward. Your handshake and tone of voice similarly communicate volumes about your self-confidence. People tend to "live up to" others' opinions of them, fulfilling the roles they're assigned. Winston Churchill understood this when he said, "The best way to get another to acquire a virtue is to impute it to him." When you express confidence in someone's abilities or character, they strive to prove you right. Louisiana banker Robert Castile has loaned hundreds of thousands to students without collateral, never losing a penny, simply by making borrowers know he trusts them to repay.

第 6 章

Creating Lasting Impressions That Open Doors

Your first impression is usually the lasting impression others have of you. Once people form an opinion based on their initial encounter, it's extremely difficult to change their minds. A single negative interaction can permanently color someone's perception of you, even if it was completely atypical of your normal behavior. The world forms its opinion of you largely from the opinion you have of yourself. As Emerson noted, "The world must be just. It leaves to every man to set his own rate." If you act like a nobody, people will treat you as one. Act like somebody, and they'll respond accordingly. However, this doesn't mean being arrogant or overbearing. Those who put on airs actually reveal their insecurity-they feel small and are trying to convince themselves they're important. Truly confident people are natural and unpretentious. People judge you not just by how you value yourself, but by how you value everything around you-your job, work, and even your competition. Negative talk and opinions create negative impressions. Employment expert Walter Lowen advises job seekers never to express resentment toward current employers during interviews. Complaining about injustice marks you as a "sorehead" no one wants to hire. If you suggest your employer or town isn't much, listeners will assume you can't be much either. To get a "yes" response, put the other person in a "yes" mood. Create a positive, affirmative atmosphere rather than a negative one. Get the other person to say "yes" to several preliminary questions before asking your main question. After answering affirmatively multiple times, it becomes easier for them to say "yes" to your important request. Dr. Albert Edward Wiggam notes that "hardly anything is stronger in suggestion than the calm assumption that the other fellow is going to do what you want him to do." Dr. Pierce Brooks, a highly successful leader, never asks if someone will do something-he finds a personal reason why they would want to do it, assumes they will, expresses confidence in their ability, then leaves them alone.

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第 7 章

The Triple-A Formula for Attracting People

The most effective way to attract others is through what might be called the Triple-A Formula: Acceptance, Approval, and Appreciation. These three principles satisfy fundamental human needs and create genuine connections with others. Acceptance is like a vitamin-we all hunger to be accepted exactly as we are. We crave someone with whom we can relax, let our hair down, and be completely ourselves. Critical, fault-finding people who always see others' shortcomings rarely attract friends. Ironically, those who accept people as they are have the most influence in changing behavior for the better. As one psychologist noted, "No one has the power to reform another person, but by liking the other person as he is, you give him the power to change himself." This principle works powerfully in marriages. When a spouse accepts their partner as they are, it acts like a shot of self-confidence. The person goes to work feeling capable of handling any challenge. Conversely, a nagging, complaining spouse depletes confidence and amplifies self-doubt. Acceptance not only boosts confidence but also promotes kindness and consideration. Approval goes beyond mere acceptance-it's more positive and active. While acceptance tolerates faults, approval actively finds something positive to like in others. You can always find something to approve of or disapprove of in anyone; it depends on what you're looking for. Negative personalities constantly seek flaws, while positive ones look for praiseworthy qualities. A child psychologist once treated a boy labeled "incorrigible" whose father claimed had "not a single likeable trait." The psychologist deliberately looked for something to approve of and discovered the boy was skilled at carving. Instead of punishing him for carving furniture as his parents had done, the psychologist provided proper tools and materials, expressing genuine approval of his talent. Soon the boy began modifying his behavior positively, even cleaning his room unprompted. When asked why, he simply said, "I thought you would like that." Appreciation literally means "to raise in value"-the opposite of "depreciate." We naturally seek people who raise rather than lower our value. Dr. Pierce P. Brooks attributes his insurance companies' "miraculous" growth to the simple motto: "We appreciate our agents." When you appreciate someone, you actually make them more valuable and successful.

第 8 章

The Instant Connection: Making Others Feel Friendly

Some people "never meet a stranger"-they make friends instantly, turning casual encounters into friendly conversations. Others may be "nice once you get to know them" but struggle with initial connections. The secret to instant rapport is simple: "You've got to believe the other fellow is going to like you." Fear of rejection creates a self-fulfilling prophecy. When we approach others with anxiety about being rejected, we often create the very rejection we fear. Our defensiveness and awkwardness make others uncomfortable. Conversely, when we assume others will respond positively, we approach them without fear or defensiveness, making a friendly response much more likely. Most people crave friendship just as you do. Take the risk and bet on the other person's friendliness-the odds are heavily in your favor. Often, the other person appears unfriendly because they fear rejection from you. Don't wait for them to make the first move; take the initiative and you'll likely see them warm up in response. People who try too hard to win approval rarely succeed. The eager-beaver who knocks themselves out to be charming typically drives others away. When you appear overly anxious for something, the other person instinctively backs away, wondering why you're trying so hard. Instead of worrying about rejection, relax and assume people will respond positively. A sincere smile works like a magic switch that instantly activates friendly feelings in others. A genuine smile communicates multiple messages: "I like you," "I assume you'll like me," and most importantly, "You are worth smiling at." As Bonaro Overstreet explains, when we smile at someone, we make them feel "smile-deserving"-we've singled them out and given them individual status. An effective smile must come from the heart, not just the lips. Mechanical smiling doesn't work-it's your genuine feeling that reaches the other person's subconscious. Instead of manipulating facial muscles, focus on feeling friendly inside. Practice smiling before your bathroom mirror each morning. Think of something pleasant, then let that good feeling spread across your face.

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第 9 章

The Art of Conversation: Speaking to Connect

Success and happiness depend significantly on self-expression. The art of good conversation isn't about saying clever things but about getting others to talk. When you stimulate others to speak, you gain a reputation as a good conversationalist. The key is making "U-turns" in conversation-steering talk toward "you" instead of "I." While "I" acts as a conversational stop sign, "you" functions as a go-ahead signal. The deadly sin in conversation is focusing too much on yourself. People are naturally interested in themselves-their jobs, families, hometowns, and ideas. Though you may be tempted to impress others by talking about yourself, you'll actually rate higher in their estimation by showing interest in them. Before speaking, ask yourself: "What do I really want from this situation?" If it's just ego inflation, talk about yourself; if you want something more substantive, focus on the other person. The appropriate time to talk about yourself is when explicitly invited to do so. When someone shows interest by asking about you, share a little without overdoing it, then return the spotlight to them. The "me-too" technique-mentioning similar experiences that create connection-is another appropriate way to bring yourself into conversation, as it validates the other person's experiences rather than competing with them. Agreement creates an instant bond between people. When you find common ground with someone, you're essentially saying "I am like you," which flatters them and raises their self-esteem. We naturally like people who agree with us because they confirm our worth and worldview, while disagreement feels threatening. Even when you must disagree on certain points, first establish areas where you can genuinely agree. People are naturally drawn to positive conversation. Nobody enjoys listening to a Gloomy Gus or prophet of doom. Those who habitually speak pessimistically, complain about the state of the world, or detail personal troubles won't win popularity contests. Save your troubles for trusted confidants, pastors, or therapists-not casual acquaintances. Avoid kidding, teasing, and sarcasm in conversation. Though many believe these show affection or cleverness, they actually threaten the other person's self-esteem. Research shows people dislike being kidded even by close friends, though they rarely admit this for fear of seeming humorless.

第 10 章

The White Magic of Listening

Justice Oliver Wendell Holmes called listening "white magic"-the most effective mechanism for winning friendship and influence. The attentive listener is perceived as intelligent and wise, as Walt Whitman demonstrated when he called a man who barely spoke but listened well "intelligent." Listening helps you understand what others want, reveals their true position and feelings, and helps overcome self-consciousness by shifting focus away from yourself. The surest way to be perceived as intelligent isn't through clever remarks or witty comebacks, but through attentive listening. When you listen carefully to others, you demonstrate that you value their thoughts enough to pay complete attention-something only a smart person would recognize. Successful business depends on understanding what people want. As one top automobile designer explains, "We don't really design our cars. The public does. What we do is listen." Most people willingly reveal their positions if you'll only listen. As Al N. Sears of Remington-Rand puts it, everyone has built-in radar for locating others' positions-the problem is we often "shut off our 'receiver' and start broadcasting." In business negotiations, the strategy is often to discover the other party's position before revealing your own. Many successful "horse traders" aren't psychic-they simply encourage others to talk while remaining silent themselves. As Sigmund Freud observed, if someone talks enough, they inevitably reveal their true feelings and motives despite attempts at disguise. Focusing completely on what others are saying naturally shifts attention away from yourself, eliminating self-consciousness. When fully engaged with another person, you can't simultaneously worry about yourself. Self-focused people often cause interpersonal "collisions" by failing to observe others properly. To develop your listening skills, practice these seven techniques: 1) Look at the person who's talking; 2) Show genuine interest through nodding and appropriate facial responses; 3) Lean toward the speaker to demonstrate engagement; 4) Ask questions to show you're still listening; 5) Don't interrupt-instead, ask them to elaborate; 6) Stay with their subject until they're finished; 7) Use the speaker's own words when responding to demonstrate you've been attentive.

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第 11 章

The Science of Persuasion: Getting Others to See Your Way

Every day we face situations where we need to persuade others to accept our viewpoint. Our natural instinct when encountering opposition is to argue forcefully, but this approach rarely succeeds. Like the unnatural but effective golf swing, persuasion requires techniques that may feel counterintuitive but produce better results. Our instinctive approach to disagreement-treating opposition as a threat to our ego and responding with emotional hostility, exaggeration, or intimidation-simply doesn't work. Scientific research reveals that the most effective persuasion techniques are opposite to our natural argumentative instincts. Yale psychologists discovered that low-pressure approaches work best-calmly presenting facts without threats or force. Professors Busse and Borden of New York University conducted an exhaustive seven-year study of 10,000 real-world arguments. Their surprising finding: professional debaters like politicians were less successful at persuasion than door-to-door salesmen. The key difference was that debaters focused on defeating opponents' arguments, while salesmen concentrated on inducing prospects to want to change their minds. Effective persuasion means working with human nature rather than against it. Telling someone their ideas are stupid or ridiculing their position only makes them defend those ideas more vigorously. The self-preservation instinct applies to protecting our ego as much as our physical body-we naturally resist ideas presented as threats. To truly persuade someone, you must reach their subconscious mind, as no idea is fully accepted until the subconscious embraces it. Psychology shows there's only one way to get ideas accepted by the subconscious: through suggestion. The harder you try forcing an idea, the more resistance it meets. Six tested rules for winning arguments: 1) Let the other person fully state their case without interruption; 2) Pause slightly before answering to show you're considering their point; 3) Don't insist on winning 100%-concede points where possible; 4) State your case moderately and accurately rather than forcefully; 5) Speak through third parties rather than directly from yourself; 6) Let the other person save face when changing their position.

第 12 章

Harnessing Collective Intelligence: The Power of Participation

Modern executives understand that the best ideas aren't confined to the front office. The ideal business leader today isn't a solitary genius but someone smart enough to harvest the countless ideas from workers throughout the organization. Rather than fearing this makes them appear less intelligent, effective leaders constantly ask "What is your opinion?" or "How could we do this better?" The transformation at McCormick & Company demonstrates the power of participative management. Under "Uncle Will's" authoritarian leadership, the spice company reached $3.5 million in sales but suffered 30% annual turnover and demoralized employees. When nephew Charlie took over in 1932, he shocked everyone by raising wages 10% instead of cutting them, shortening the workweek, and creating a "junior board of directors" from rank-and-file employees. This board redesigned packaging, improved office systems, and suggested new product lines-with 99% of their 5,000 suggestions being adopted. The result? Sales multiplied fifteen-fold to $50 million. When seeking endorsement for your ideas, make others participants rather than just asking for approval. Instead of saying "I wish you would approve this," try "If you were me, how would you go about getting this idea across?" This approach helped one young man secure an appointment to West Point during the Depression despite having no connections. By asking prominent figures "What would you do in my position?" he transformed his problem into their problem, gaining not just recommendations but active assistance. One wealthy businessman attributed his success to learning from everyone he encountered, even illiterate sawmill workers. "If I've made money," he explained, "it's not because of my own brains, but because of my 'brain trust': the ideas I got from other people." This approach not only generates valuable insights but flatters others when you seek their advice.

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第 13 章

The Miracle Power of Praise and Constructive Criticism

Praise has a miracle-working power that releases energy in others. Dr. Goddard's "ergograph" experiments showed that when tired children received praise, their physical energy surged upward, while criticism caused energy levels to plummet. Praise serves as a spiritual tonic for the human ego. When people suffer from low self-esteem, they become difficult and uncooperative. Praise acts like a wonder drug that boosts their self-worth, making them friendly and cooperative. A nationwide poll by the National Retail Dry Goods Association revealed that workers rated "credit for work" as their number one desire, while bosses ranked it seventh-showing how undervalued this powerful tool remains. You perform a small miracle whenever you give another person more life or energy through genuine praise. This not only lifts their spirits but actually improves their performance. For praise to be effective, it must follow two essential rules. First, it must be sincere-flattery is easily detected and ineffective. Always look for something genuinely praiseworthy, even if it's small. Second, praise the act or attribute rather than the person. Compliment what someone does or has, not what they are. Say "your typing has been excellent" rather than "you're a good worker." Specific praise sounds more sincere, helps the person know exactly what's being praised, and creates incentive for them to continue the praised behavior. Most times when we claim to criticize "for your own good," we're actually bolstering our own ego by pointing out others' faults. However, effective leaders must sometimes correct others. The real purpose of criticism isn't to beat someone down but to build them up-not to hurt feelings but to help improve performance. When correcting someone, follow the air traffic controller model. Criticize for a good end result that benefits both parties, not for ego satisfaction. Avoid personalities and recriminations. The seven musts for effective criticism: 1) Criticize in absolute privacy; 2) Preface with a kind word or compliment; 3) Make criticism impersonal by focusing on the act not the person; 4) Supply the answer or solution; 5) Ask for cooperation rather than demanding it; 6) One criticism per offense; 7) Finish in a friendly fashion.

第 14 章

From Knowledge to Action: Your Personal Implementation Plan

Success begins with cultivating a positive attitude and clearly documenting your human relations objectives. Taking inspiration from Benjamin Franklin's methodical approach to self-improvement, tackle your shortcomings one at a time rather than making vague resolutions to "improve yourself." Franklin systematically identified his weaknesses and worked on them individually, transforming his habits within a year. Most people would benefit from improving human relations in three key areas: work, home life, and social life. For each area, identify your top three human relations problems, relevant techniques from the book, specific implementation steps, and a check-up date to evaluate progress. Your "bad habits" aren't necessarily moral failings but behaviors that obstruct your path to success and happiness. They're dead weights holding you back in life's game. Eliminating these counterproductive patterns will accelerate your progress toward what you truly want. The principles in this book remain unfinished until you complete them through action. When you develop your human relations programs, implement them, and prove their effectiveness, only then will this work be complete. These principles sitting idle on your shelf accomplish nothing. Put into daily practice, however, they can bring you the same success and happiness they've brought thousands of others.

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《如何在与人交往中获得自信与影响力》核心主题

human relations
ego management
social influence
interpersonal confidence
recognition techniques

《如何在与人交往中获得自信与影响力》经典语录

Ego-hunger is as natural as hunger for food-both serve self-preservation.
LS/MFT-Low Self-Esteem Means Friction and Trouble.
The only effective way to deal with difficult people is to help them like themselves better.
Small slights can have enormous consequences in human relations
Confidence breeds confidence in others.

《如何在与人交往中获得自信与影响力》主要人物

Les GiblinAuthor and human relations expert
Davy CrockettHistorical figure used to represent individualism
General OglethorpeMilitary leader who used ego-feeding tactics
King of EnglandMonarch persuaded by a personal appeal to his ego

关于作者

莱斯利·T·吉布林（Leslie T. Giblin，1912–2000）是个人发展领域的先驱专家，也是畅销书《人际交往的自信与权力》（How to Have Confidence and Power in Dealing with People）的作者。他通过极具操作性的见解，彻底改变了人际沟通策略。吉布林出生于爱荷华州锡达拉皮兹市，在谢弗笔业公司（Sheaffer Pen Company）破纪录的销售生涯中磨炼了自己的专业技能，并凭借对人类心理学的精湛掌握，两次荣获“年度全国最佳销售员”称号。他于1956年出版的开创性著作将实用的自助原则与现实世界的销售经验相结合，为建立自信、解决冲突和影响他人提供了永恒的技巧。

吉布林的权威性源于他数十年来通过企业研讨会对美孚（Mobil）、通用电气（General Electric）和强生（Johnson & Johnson）高管进行的培训。他的配套著作《人际交往技巧》（Skill With People，1968年）进一步将其人际关系哲学提炼为核心技巧，因其在职场中的适用性而广受赞誉。吉布林的作品被翻译成12种语言，全球销量超过200万册，他的理论框架至今仍是销售培训计划和领导力课程的基石，在当今数字疏离的世界中显得尤为重要。

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第 7 章

如何在与人交往中获得自信与影响力

概述《如何在与人交往中获得自信与影响力》概述

一本书，多种聆听方式。

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Controlling the Mirror: How Others Reflect Your Attitudes

Creating Lasting Impressions That Open Doors

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《如何在与人交往中获得自信与影响力》经典语录

《如何在与人交往中获得自信与影响力》主要人物

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下载《如何在与人交往中获得自信与影响力》摘要

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What are the key concepts in How to Have Confidence and Power in Dealing with People?

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1,000,000+ curious minds.

1,000,000+ curious minds.

一本书，多种聆听方式。

The Power of Genuine Connection: Unlocking Human Relations

The Foundation of All Success: People Skills

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Controlling the Mirror: How Others Reflect Your Attitudes

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《如何在与人交往中获得自信与影响力》概述

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从《如何在与人交往中获得自信与影响力》中收获更多

从《如何在与人交往中获得自信与影响力》中收获更多

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从《如何在与人交往中获得自信与影响力》中收获更多

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