SUCCESS IN ONE’S CAREER IS DYNAMIC-NOT STATIC
Whether it is on the job or in our personal lives, if we want to make progress, we must be willing to make changes-often major changes-in the way we do our jobs or live our lives.
In this book, Dale Carnegie looks at the reasons why people often resist change and the steps that can be taken to overcome this resistance, through examples drawn from both personal and professional situations. He explains the overall concept of making change work for you, and provides suggestions on how these changes can help you on the road to success.
Change may be mandated by ever-changing technologies. A downslide in economic factors may necessitate changes in systems and methods, to ensure survival. Conversely, change may become necessary after a surge in economy, in order to meet the new rise in demand of your services or goods.
The areas covered in this book are:
•Change as a step toward success
•Adjusting to change
•How and when change should be initiated
•How to deal with change as part of a team
•Reducing stress when dealing with change
•Adjusting to working with people of diverse cultures
•The gender and generational gaps in the workplace
Reading this book can be the first step for you in coping with change, to start you on the track that has helped people in all careers to accept, adjust to, and often initiate changes that enabled their organizations to not only survive, but thrive, resulting in the acceleration of their own progress to success.
About the Author
Dale Breckenridge Carnegie (November 24, 1888 – November 1, 1955) was an American writer and lecturer and the developer of famous courses in self-improvement, salesmanship, corporate training, public speaking and interpersonal skills. Born in poverty on a farm in Missouri, he was the author of 'How to Win Friends and Influence People', first published in 1936, a massive bestseller that remains popular today. He has written several other books as well which are still popular and relevant to all generations and age groups.
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