Dale Carnegie Training – Principle #1 “The 3 C’s”

Principle #1 –   “Don’t  criticize, condemn, or complain!”

As a graduate of the Dale Carnegie Course, I thought it may be beneficial for those who are studying leadership to benefit from some of the principles taught in the 12 weeks course.  In addition to taking the course, first as part of my employers leadership enhancement program and then numerous times as an employee of Dale Carnegie Training, I also assisted in teaching the material to our participants.

The DCT course is divided up over 12 weeks and is composed of 3  groupings of leadership principles:

1) Enhancing Relationships (Principles 1-9)

2) Gain Willing Cooperation of Others (Principles 10-21)

3) Demonstrate Leadership (Principles 22-30)

This first principle is really the key to being an effective leader. It’s one of the few principles that rely solely on the efforts of the one using the principle.  One who criticizes at every opportunity, condemns events and others without ceasing, and complains at the drop of a hat, is not one who can earn the respect, or support, of those he is trying to lead.

Of all the Dale Carnegie principles, this one stands alone, I believe, as the most difficult to achieve. This principle requires a sense of self-mastery.  It demands self-discipline to overcome the urge criticize, condemn, or complain. Perhaps, that is why Mr. Carnegie listed it as the #1 principle.  And, I have noticed many times over, that once this principle is assimilated, the other principles fall in line readily and in quick order.

Don’t Criticize –  Leaders who criticize constantly usually find themselves without a job or without a team to lead. They’re too busy with every negative aspect of life that it becomes like a poison for those who have any interaction with that supposed leader.  Eventually people begin criticize in retaliation and avoid the leader altogether.

Being critical in the sense that we’re reasoning and thinking through objectives is one thing, but criticizing others or their work in an effort to demean, demoralize, or demonstrate unhappiness with that person, will not ultimately lead to enhanced relations or productivity.  It may lead to forced allegiance but that will be short lived as that person will find an avenue to serve where they are valued and appreciated.

Don’t Condemn – This follows closely with being a criticizing leader.  The difference in my opinion is that a condemning leader finds there are no redeeming qualities able to be extracted from a person or situation.  Once a person, his work, his job, his ability, his talent, etc., has been condemned, he shuts off.  That person turns inward.  He becomes hollow and resentful.  And, it’s very tough, if possible at all, to undo the acerbic effects of one who condemns another.  The cuts are deep and usually eternal.

How does one condemn another?  As opposed to criticizing where you may say, “Robert, we’ll never finish this landscaping project unless you put some hustle in your muscle!” with condemning it gets more personal.  Such as, “Robert, you work like a sloth, we’ll call you Mr. Molasses from now on, I could be done in a third of the time it takes a slow poke like yourself!”  It’s very personal and meant to demoralize another.  This is not effective leadership!

Don’t Complain –  Ever been around someone who is a chronic complainer?  No matter how many good things are happening all around that person, they just never seem to have even a moment of happiness.  Those types of leaders quickly lose the support of their team.  If a leader is prone to complaining, the net productivity will, stagnate at best, but most likely, regress as support for the leader diminishes.

This first principle is the Rosetta Stone to effective leadership.  Exercising mastery over criticizing, and refraining from condemning others on any level, and living with positive attitude rather than complaining to everyone about every and anything,  makes a person one who can lead others to great achievement and reward.

Dale Carnegie got it right by making this principle the first step. It lays the foundation for meaningful, effective leadership.  And although it may seem elementary in concept, it’s fundamental in application!

Lifewarrior