“I dare say this book is Dale Carnegie’s 『How to Win Friends and Influence People』
I would like to say that it is a practical version.”

Larry King, Kang Won-guk, and Kim Beom-jun
Highly recommended!

People who are rich in relationships
I use this 'small but certain' technique today too.

There are people in the world who are loved by everyone and welcomed everywhere.
They excel in business, are respected socially, and enjoy rich relationships.
We call them 'relationship rich'.

What is their secret? Surprisingly, the answer lies in the art of small talk.
Through conversation, they open the other person's heart, build trust, and bring about positive change.
He embraces the grieving with a single word of sincere comfort, and sometimes melts the cold atmosphere with a witty joke.

Great leaders, outstanding salespeople, and experts in their fields all share these characteristics.
They have the quick wit to say the right thing at the right time, the ability to keep the conversation going, and the sensitivity to sometimes express empathy through silence.

"The Art of Small Conversations" delves into the communication secrets of these interpersonal relationships.
It covers everything from first impressions to win people over, to how to handle difficult conversations, to conflict resolution strategies.
In addition to these, the 80 skills introduced in this book, including the skills to read and empathize with others' emotions and confidently express your opinions in front of others, will make you a master of conversation.

Since its publication in 2003, this book has maintained its position as a top bestseller in the communications category on Amazon in the United States for over 20 years.
It is also notable that there are over 13,000 reviews written by readers around the world who were impressed by the excellent effects after applying it in their daily lives, and the number is still increasing.
Rather than abstract theories, it contains practical content that anyone can apply to various situations they encounter in their daily lives, so you can immediately see its value no matter what technology you use.

The quality of life ultimately comes from the quality of human relationships.
And even at this very moment, wealthy people in human relations are utilizing the techniques contained in this book.
Let's learn rather than envy, and let's learn at least one thing rather than resent.
Like those who captivate people's hearts with the art of small talk, why not start learning these skills one by one starting today?

None of the 80 methods introduced in this book are worth discarding.
I read each and every one, underlining and marking them with stars.
The author provides vivid examples that fit our emotions and situations, as if he wrote the book exclusively for Korean readers.
I dare say that this book is a practical version of Dale Carnegie's 'How to Win Friends and Influence People'.
--- Kang Won-guk | Author of "Kang Won-guk's Life Study" and "The President's Writing"

If you look around, there are people who are doing well and who seem to have nothing to envy.
Whether you speak confidently in a business meeting or lead the atmosphere at any social gathering,
Surprisingly, he has a great job, a wonderful spouse, and great friends.
He has a large bank account and lives in a wealthy neighborhood.


But wait! Most of them aren't smarter than you.
I didn't even study much.
They're not even better looking! So what's the secret to their success? (If you think it's because they were born with a silver spoon in their mouth, married well, or were simply lucky, you've learned nothing more.
In fact, such people are very few in number.) As a result, they are good at handling people.
That is the core skill that this book is trying to talk about.
(…)

So what's their secret? There are probably several.
The economic power that strengthens friendships and makes people treat others generously, the secret to winning hearts, the way of speaking that wins everyone's love, etc.
They also have the characteristics that allow them to join good companies and thrive, the appeal that turns customers into repeat customers, and the competitive edge that makes people buy from them rather than their competitors.
It is true that everyone has one or two of these special moves, and the more you have, the more powerful you appear.
People who have a lot of that are the great winners.


In this book, "The Art of Small Conversations," I'll share 80 small but effective techniques that winners use every day.
Through this, you too can master the game of life and achieve whatever you desire.

--- pp.15-16

One day, I was visiting Bob's studio.
I asked how he could capture people's personalities so accurately.

“It’s simple.
“Just look at the people.”
“No, I’m just curious about how you figure out people’s personalities.
“Aren’t you trying to find out about their past or lifestyle in advance?”
“No, I just look at them.”
Bob explained in detail.
“Almost all of a person’s personality traits are revealed in their appearance, posture, and movements.
For example…,” he explained, pointing to a caricature of a politician.
"look.
“This smile is Clinton’s boyish charm, these shoulders the awkwardness of George W. Bush Sr., these eyes the charm of Reagan, this tilted head the cunning of Nixon, this nose the pride of Franklin Roosevelt,” he said. “According to him, it’s all in the face and body.”
First impressions are strong and don't fade away.
In a world where information is overflowing and stimulation is overwhelming, our brains are reeling.
Quick judgment is necessary to understand the world and get things done.
So every time people meet you, they take a snapshot in their head.
That image becomes the data they continually refer to.
--- pp.26-27

The problem is that even in important conversations, if you feel nervous or threatened, you will react in a way that resembles lying.
For example, a young man bragging about his business success to an attractive woman might adjust his posture to avoid being noticed, and a woman talking about her company's sales to an important client might touch her neck nervously.

However, problems can arise depending on the situation.
A businessman pulling on his collar may not be because he's nervous, but because it's hot in the room.
When politicians blink excessively while giving speeches outdoors, it could be because of the dust.
But even with these other causes, unnatural movements can still make the other person feel strange or think the speaker is lying.

Communication experts, well aware of this danger, thoroughly eliminate the possibility of appearing vulnerable.
They keep their eyes fixed on the listener and never bring their hands to their face.
Even if your arm is numb, don't rub it, and even if your nose is ticklish, don't touch it.
You don't pull on your collar because it's hot, and you don't blink excessively because there's dust in your eyes.
In public, he doesn't even wipe away sweat or block out the sunlight.
I tolerate the discomfort for a moment because I know that showing anxiety lowers my credibility.

--- pp.64-64

A few years ago, my friend Diane and I went to a party full of elegant people.
Everyone there seemed to be living wonderful lives.
Later, talking about that party, I asked Diane:

“Diane, there were a lot of fun people at that party.
“Who did you enjoy talking to the most?”
Diane answered without hesitation, “Of course, Dan Smith.”
“What do you do for a living?”
“Well, I don’t know about that.”
“Where do you live?”
“I don’t know that either.”
“Then what are his interests?”
“Well, we didn’t talk about that.”
“Diane, what on earth were you talking about with that guy?” I asked.
“Well, he mostly asked me.”
Diane could tell she had met a master conversationalist.
By chance, a few months later, I had the opportunity to meet Dan.
It turns out Dan lives in Paris and has homes in the south of France and the Swiss Alps.
He travels the world producing sound and light programs about pyramids and ancient ruins, and enjoys gliding and scuba diving.
Isn't that a truly interesting life? Yet, he barely talked about himself.
Diane mentioned that she didn't know much about Dan even after talking to him.
Dan's answer was simple.
“You can learn a lot more by asking people you meet for the first time about their stories.
“I always try to shine the spotlight on the other person.” Confident people like this know that listening is more important than speaking.
That's how you captivate your opponent.

--- pp.116-117

Customer service experts see mistakes as opportunities.
They know that mistakes are actually moments that can shine a brand.
If the other person makes a mistake and suffers, you should immediately move beyond that issue and provide them with a greater benefit.
The principle is, “Let the other person benefit from my mistakes.”


One time, I was in a major client's office and tripped on the carpet and broke a vase.
The next day, I paid the price with a new vase and fresh roses, which were significantly more expensive.
The customer said that every time he called, he looked at the vase and smiled.
Although it was expensive, I felt it conveyed a level of thoughtfulness that money cannot express.
My mistake turned into someone else's advantage, and our relationship became stronger.

--- pp.328-329

Imagine you're sitting in an auditorium with hundreds of colleagues, listening to a CEO present a new idea.
You might think that your facial expressions won't be visible to the person standing on the podium.
But that's a mistake.
The person standing on the podium perceives the audience's smiles, frowns, shining eyes, and other signals that symbolize human intelligence.

The representative also looks at the audience somewhat anxiously while giving the presentation, watching everything.
Notice the gaze, the empathetic and unempathetic employees, and who has the potential to become a winner.
How can that be?

Because the winners in the audience show their support even when they don't agree with the president's opinion.
They know what it's like to stand on the podium.
I understand that even the strongest person can't help but worry about how people will react when speaking in front of others.

When a company leader stands before a microphone, electrifies the room, captivating the audience with his captivating final words, does he not know who was moved and who remained indifferent? Even as he concludes his speech, bows his head in thanks, he remembers precisely who gave the first applause and how quickly and passionately it was given.
Be the first to clap, the first to stand, and if the atmosphere allows, the first to shout 'Bravo'.
This way, you can share some of the energy that the person on the stage enjoys.

--- pp.338-339