How to Win Friends and Influence People Summary: 288 Pages in 24 Minutes

"How to Win Friends and Influence People" by Dale Carnegie is a classic self-help book that offers practical tips for better communication and relationships. It teaches key principles for handling people, making friends, influencing others, and becoming a respected leader. The book highlights the importance of empathy, respect, and appreciation.

Key Takeaways

  1. 📖 Summary by Chapter: Every chapter of “How to Win Friends and Influence People” explained in 5 minutes
  2. 🛑 1. Avoid Criticizing Others: Direct condemnation often backfires; instead focus on understanding and empathy
  3. 🎖️ 2. Give Praise & Appreciation: Provide others with a feeling of importance they deeply crave using genuine praise and appreciation
  4. 🐶 3. Be Interested: We can make far more friends being curious about others, rather than trying to be interesting
  5. 😇 4. Assume Good Intentions: See people in a positive and charitable way, and they will often become friends not enemies
  6. 👏 5. Lead with Encouragement: Become a leader that is respected and effective by giving positive reinforcement to your team

About the Author

Dale Carnegie was a pioneer in self-improvement and public speaking, developing courses that have helped millions worldwide. His book "How to Win Friends and Influence People" has sold over 30 million copies and remains a best-seller since its 1936 publication. His legacy continues through the Dale Carnegie Training organization, which operates in over 90 countries, focusing on enhancing leadership, communication, and interpersonal skills.

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If you want to master the art of building strong relationships and influencing others, then “How to Win Friends and Influence People” by Dale Carnegie is a must-read. This classic self-help book offers practical advice and timeless techniques for improving your interpersonal skills, drawn from Carnegie’s extensive experience in public speaking and self-improvement.

Whether you’re looking to level up your communication abilities, become a respected leader, or simply make more friends, this book provides the strategies you need. In the following summary, we’ll cover the key takeaways from each chapter, so you can start applying these powerful principles in your daily life.

Dale Carnegie emphasizes that learning isn’t just about academic study, but about applying what you learn in real life. Napoleon Hill, in his classic book Think and Grow Rich, echoes this message of persistent effort and not quitting. He wrote, “Wishing will not bring riches. But desiring riches with a state of mind that becomes an obsession, then planning definite ways and means to acquire riches, and backing those plans with persistence which does not recognize failure, will bring riches.”

Read more in our summary of Think and Grow Rich by Napoleon Hill

📖 Summary by Chapter: Every chapter of “How to Win Friends and Influence People” explained in 5 minutes

First, you’ll get a quick overview of the key concepts and lessons you should know from each chapter of the book.

How to Win Friends and Influence People is divided into four parts:

  • Basic people skills, also called “handling people.”
  • Charisma, or making people like you.
  • Influence, or winning people over to your thinking.
  • Leadership, “changing people without resentment.”

Part 1 Summary – Basic People Skills

  • Chapter 1: Avoid criticizing or complaining about others. This chapter highlights how criticism harms relationships, fosters resentment, and provokes counterattack. It is ultimately ineffective because people do not condemn themselves for anything, even the worst criminals like Al Capone believed they were helping people have a good time. Instead, we can practice self-control by using empathy to understand why people do what they do.

    Remind yourself people are not “creatures of logic,” but “creatures of emotion” that are influenced by their biases and ego.
  • Chapter 2: Show genuine appreciation. This chapter highlights the power sincere appreciation to make you a more effective leader and build strong relationships. Because deep down, one of the strongest human needs is “the desire to feel important.” It advises giving specific and heartfelt compliments instead of empty flattery, by honestly focusing on the good in others.

    Charles Schwab was one of the most highly-paid businessmen of his time, kind of like the Bill Gates or Elon Musk of his time. He credited his success to his ability to inspire enthusiasm in his people, which he did through appreciation and encouragement, while avoiding criticism.
  • Chapter 3: Focus on what they want and talk about how to get it. To influence others, you need to look beyond your selfish interests and talk only about their needs and desires. Find ways to align their goals with yours. For example, a father struggled to get his son to eat more, so he explained how eating more would help the boy stand up to a bully. From then on, the child ate everything.

Part 2 Summary – Charisma

  • Chapter 1: Take a real interest in other people’s lives. Show genuine interest and enthusiasm in others to build strong relationships. Instead of talking about yourself, focus on learning about the other person’s interests. For example, President Theodore Roosevelt learned about the interests of his staff, making them feel valued and important, which endeared them to him.
  • Chapter 2: Smile more often. A simple smile can make a big impact because when someone looks happy to see us then we feel happy to see them in return. This is why dogs and babies are so popular—they radiate enthusiasm and joy when seeing people. Sales training programs teach that smiling, even over the phone, conveys a warm and friendly attitude.
  • Chapter 3: Remember and use people’s names. Using someone’s name in conversation makes them feel recognized and valued. For example, Andrew Carnegie named a new steel factory after a railroad company president to win his business, and it worked. Similarly, museums and universities name buildings after major donors to encourage large contributions.
  • Chapter 4: Listen more than you talk. Listening attentively makes people feel heard and respected. For instance, a customer service troubleshooter at a New York telephone company calmed the angriest complainers by patiently listening to them vent until their toxic feelings were all out of their system.
  • Chapter 5: Talk about what interests the other person. Engage in conversations about topics that interest others, rather than trying to make others interested in you and your preferences. At a dinner party, the author listened and asked questions about botany all evening, leading the botanist to call him a “most interesting conversationalist.”
  • Chapter 6: Make others feel important. Acknowledge and appreciate people’s efforts and achievements to make them feel valued. For example, a French restaurant owner received a surprising letter of resignation from his key manager. Realizing he’d taken her for granted, he publicly praised her in front of all the other employees and refused to accept her resignation. This sincere appreciation made her more loyal than ever.

Another super best-selling book is “The 48 Laws of Power” by Robert Greene. Law #1 in the book is “Never outshine the master,” which Greene calls “perhaps the worst mistake of all” when seeking power. This mistake occurs because making yourself look better than your superior can make them feel unimportant or even threatened.

In one unforgettable real-life story from the book, a minister of King Louis XIV threw a party so extravagant that it outshone the King. The next day, the King imprisoned the minister on vague charges of corruption. To avoid such consequences, it’s better to let our bosses receive more credit and glory while we advance.

Read our summary of The 48 Laws of Power by Robert Greene

Part 3 Summary – Influence

  • Chapter 1: Avoid arguments whenever possible. Arguments rarely lead to positive outcomes, even if you have stronger points. Winning an argument can make others feel inferior and damage relationships. Most of the time, both sides just become more firmly stuck in their original positions. For example, a truck salesman stopped arguing with customers and trying to convince them competitors’ trucks were bad. Instead, he agreed the made good trucks, but shifted the conversation to the benefits of his own trucks, which led to more sales.
  • Chapter 2: Respect others’ opinions and avoid saying they’re wrong. Directly telling someone they are wrong can make them defensive and shut down communication. Instead, respect their viewpoints and discuss differences calmly. Start by admitting you might be wrong. Benjamin Franklin gained influence by expressing his thoughts tentatively, saying, “It seems to me that…” This approach opens up dialogue and shows respect.
  • Chapter 3: If you make a mistake, admit it quickly and clearly. Admitting your mistakes shows integrity and disarms critics. Carnegie shares a story about walking his dog without a leash and getting caught by a police officer. The first time, he defended himself and got severely chastised. The second time, he admitted fault and condemned himself immediately, and the officer actually had the opposite reaction, saying it wasn’t that big of a deal.
  • Chapter 4: Begin confrontations with a friendly vibe. When a situation could become hostile, starting with a friendly greeting and warm praise can set a positive tone and make others more receptive. For example, John D. Rockefeller Jr. resolved a violent worker strike by expressing pride and honor in speaking with the workers, positioning himself as a friend rather than an adversary.
  • Chapter 5: Begin with getting them saying “yes.” Asking questions that lead others to make conclusions on their own is more effective than telling them directly. Start with points of agreement to get them saying “yes” to small, easy questions early on, building positive momentum for larger points. This method, used by the philosopher Socrates, makes people feel they are arriving at their own conclusions rather than being forcibly persuaded.
  • Chapter 6: Let others do most of the talking. Allowing others to talk more gives them a chance to express their thoughts and feel heard. Interrupting or talking about yourself can create envy and hostility. Carnegie tells of a fabric salesman who lost his voice before a presentation, leading the buying company’s president to discuss the product himself, ultimately convincing himself to make the biggest purchase ever for the salesman.
  • Chapter 7: Let other people take credit for good ideas. People support ideas they feel ownership of because they helped create them. Carnegie shares how a salesman struggled to sell designs to a major customer for three years. He then brought in unfinished designs and asked for the customer’s help in completing them. The customer felt a sense of ownership and ended up purchasing many of the designs.
  • Chapter 8: See things from the other person’s perspective. Instead of criticizing or condemning someone’s actions, try to understand their motivations by asking, “Why would they be doing that?” Communicating with empathy and respect is far more effective. Carnegie describes how he dealt with kids starting campfires in a park. By talking to them respectfully and showing empathy, he found it more effective than scolding.
  • Chapter 9: Be sympathetic to what other people want. Show understanding and empathy to build trust and cooperation. Carnegie tells of a music teacher who had a student with long fingernails that interfered with piano playing. Instead of criticizing, the teacher praised her nails for being beautiful, then gently suggested trimming them would help her learn piano better, which the student did willingly.
  • Chapter 10: Appeal to people’s higher values. American financier J.P. Morgan said people generally have both noble and selfish reasons for their actions. When persuading others, appeal to their higher ideals like integrity and generosity, because that aligns with how they want to see themselves.
  • Chapter 11: Make your ideas more interesting by adding some drama. Capture attention and make your message memorable by adding dramatic elements. For example, a newspaper criticized for too much advertising published one day’s articles as a 300-page book to show the value of their content, making their point effectively.
  • Chapter 12: Create a friendly competition to motivate people. Friendly competition taps into people’s natural desire to excel and prove their skills. Charles Schwab boosted productivity in a steel plant by having the workers at the day shift write down their daily production number on the floor where everyone could see, creating a natural competition with the night shift that led to significant improvements in performance.

Part 4 Summary – Leadership

  • Chapter 1: Precede criticism with genuine praise. Starting a difficult conversation with honest appreciation sets a positive tone, making people more receptive to feedback and less defensive. This approach is exemplified by a letter Abraham Lincoln wrote to General Hooker, whom he first praised as a “brave and skillful soldier” before mentioning “there are some things […] I am not quite satisfied with you.”
  • Chapter 2: Point out mistakes indirectly. To avoid embarrassment and defensiveness, suggest improvements indirectly, perhaps by pointing out and praising a positive example. When Charles Schwab saw worker smoking directly under a “no smoking” sign, he walked over and gave the employees cigars, saying he’d appreciate if they smoked them outside.
  • Chapter 3: Admit your own imperfections before criticizing others. Another way to make it easier for others to hear about their own mistakes and shortcoming is by talking about yours first. Carnegie’s niece, recently graduated highschool, came to work as his secretary, and made mistakes… so he tried to preface his feedback with “when I was your age I made far worse blunders in business.”
  • Chapter 4: Give suggestions, not orders. Bring out the best in people by directing them with suggestions and by asking questions, rather than giving orders. For example, by providing feedback by saying “Maybe it would be better if done this way.”
  • Chapter 5: Help others save face. When people make mistakes, help them maintain their dignity. For example, by correcting an employee’s mistake privately rather than publicly, or by saying that everyone makes mistakes and you have faith in them to do this.
  • Chapter 6: Praise small improvements often. Frequent praise, even of slight progress, encourages continued effort and growth. When it comes to raising children, the psychologist B.F. Skinner said this approach works because we reinforce the positive behavior, and the negative behavior becomes less likely due to lack of attention.
  • Chapter 7: Give people a good reputation to live up to. Set high expectations by expressing confidence in others’ abilities. When people believe you see them positively, they strive to meet those expectations.
  • Chapter 8: Make their problem seem easy to fix. Encourage others by presenting their challenges and faults as being easy to overcome. A man went to dance classes with his wife, the first teacher pointed out all his mistakes and he became flustered and intimidated by all there was to learn, but they went to a second teacher who praised what he did well, building his confidence to continue learning.
  • Chapter 9: Make others happy about doing what you suggest. Frame requests in a way that aligns with others’ interests and benefits. When people see the personal value in your suggestions, they are more willing to follow through. For example, Napoleon was at first ridiculed for giving his soldiers honorary titles and awards, but it caused his army to grow stronger.
Guess the Answer – Quiz Challenge

When it comes to winning friends and influencing people, Dale Carnegie says the most important principle is that people…

Like to do the talking

Can't take any criticism

Need lots of compliments

Crave a feeling of importance

Now, let’s move on to a deep dive into the best practical ideas and key takeaways in this book…

🛑 1. Avoid Criticizing Others: Direct condemnation often backfires; instead focus on understanding and empathy

Criticizing, arguing, or telling people they’re wrong usually backfires, provoking defensiveness and damaging relationships. Instead, use a gentle approach—show humility, admit you may be wrong, and guide others with questions.

In his younger years, Dale Carnegie often found himself contradicting and arguing with others. However, he soon realized that winning an argument rarely brought any real victory. Even if you manage to prove your point, the resulting resentment can damage the relationship long into the future. This realization led Carnegie to adopt a golden rule: avoid direct criticism or disapproval.

Criticizing someone might make you feel momentarily superior, but it rarely accomplishes anything meaningful. Even the worst criminals justify their actions to themselves, believing they are in the right. The book provides a striking example with the violent gangster Al Capone, who privately saw himself as someone who was just helping people enjoy life. This shows that direct condemnation most often leads not to change, but defensiveness and counterattack.

Abraham Lincoln, generally seen as the greatest US President, learned this lesson the hard way. When he was younger, he wrote many viciously critical letters about others that he disagreed with. In one case, his letter attacking a politician was published in the newspaper anonymously. The politician found out that Lincoln wrote the letter and challenged him to a deadly duel, which was only stopped at the last minute. After this experience, Lincoln became much more cautious, using tentative language to avoid provoking offense, as he led the USA through the Civil War.

We must remember that people are not purely logical beings; they are driven by emotions, biases, pride, and vanity. To influence others positively, we need to approach them with gentleness and sophistication.

Practical Tips:

  • Mention Mistakes Indirectly: Instead of pointing out errors directly, highlight positive behaviors. For example, rather than a teacher constantly complaining about tardiness, a teacher could praise and reward students who arrive on time. This positive reinforcement is more likely to encourage desired behavior.
  • Guide with Questions: The Socratic Method, named after the philosopher Socrates, involves asking guiding questions instead of directly stating someone is wrong. This method leads others to reconsider their views on their own. Law schools still teach this technique because it effectively encourages critical thinking and self-reflection.
  • Show Humility: When disagreeing with someone, lower their defenses by admitting you might be wrong. This paradoxically makes others more open to your perspective. For example, comedian and podcaster Joe Rogan often prefaces his opinions with, “I’m kind of dumb…” This humility makes his audience more receptive to his views.

Speaking of humility, Morgan Housel’s bestselling book, “The Psychology of Money,” highlights humility as essential for making and keeping wealth. Modern capitalism fosters envy, and when combined with overconfidence or impatience, it leads many investors to take foolish risks.

Housel warns us against trying to get-rich-quick, citing the collapse of Long-Term Capital Management where wealthy and smart traders lost billions. He wrote, “There is no reason to risk what you have and need for what you don’t have and don’t need.”

Read our summary of The Psychology of Money

Guess the Answer – Quiz Challenge

What's the most effective way to influence others?

Point out mistakes directly

Show humility and ask questions

Provide strong logical arguments

Flatter them with compliments

🎖️ 2. Give Praise & Appreciation: Provide others with a feeling of importance they deeply crave using genuine praise and appreciation

One of the deepest human needs is the feeling of importance. When we make others feel important, they naturally like us more. We can achieve this by using their name, offering sincere compliments, and treating others with the respect we’d like to receive.

People have a strong desire to feel important. We all want to be acknowledged, appreciated, and valued. When we make others feel valued, they will like us more in return. Conversely, making someone feel insignificant leads to automatic dislike.

Carnegie considers this idea so important, that he repeats the exact phrase “a feeling of importance” no exactly 28 times in the book!

Here are some practical tips for making others feel important:

  • Treat Everyone with Respect and Politeness: Following the Golden Rule—treating others as you’d like to be treated—applies to everyone, regardless of their social position. Whether interacting with a waiter, a child, or a subordinate at work, showing respect and politeness makes a lasting impression.
  • Give Sincere Compliments: Actively look for positive qualities in others and make an effort to acknowledge them. While it’s easy to notice flaws, focusing on the good requires conscious effort. Genuine compliments, when given sincerely, can significantly boost someone’s sense of importance.
  • Use Their Name: Everyone loves to hear their own name, which Carnegie calls “the sweetest sound” to all of us. Use names in conversation naturally and avoid overdoing it.
Guess the Answer – Quiz Challenge

What's the main challenge to giving sincere compliments?

It feels awkward to praise

Finding good qualities requires effort

Compliments are rarely appreciated

Fear of being misunderstood

🐶 3. Be Interested: We can make far more friends being curious about others, rather than trying to be interesting

We can make more friends by being genuinely interested in others rather than trying to make ourselves seem interesting. Showing enthusiasm, smiling, listening more than we speak, and asking thoughtful questions can help us connect with people.

Everyone loves dogs, right? Think about why that is. Dogs greet us with boundless enthusiasm and curiosity. They run to the front door with their tail wagging. They’re always happy to see us, and that makes us feel good. We can harness this same approach to become more socially magnetic and build stronger connections with others.

Here are some practical tips for how to be interested in others:

  • Smiling is one of the simplest ways to show friendliness and enthusiasm. A genuine smile can instantly make others feel welcome and appreciated. It’s surprising how often people forget to smile, especially when they’re nervous. Yet, this small gesture can set a positive tone for any interaction.
  • Ask questions with genuine curiosity. This isn’t about pretending to care; it’s about cultivating a real curiosity about the people you meet. Ask questions that you’re truly interested in. Instead of focusing on yourself, focus on learning about the other person.
  • Listening more than you talk is crucial. Listen actively to what the other person is saying, giving them your full attention. Let them share their stories and experiences. This not only makes them feel valued but also gives you more insight into their world, paving the way for a deeper connection. As the Stoic philosopher Epictetus said, “We have two ears and one mouth so that we can listen twice as much as we speak.”

Imagine meeting someone new and treating them with the same enthusiastic curiosity that a dog shows when its owner comes home. You smile warmly, ask about their interests, and listen attentively to what they say. This approach can transform your interactions, making others feel valued and appreciated, and ultimately helping you build more meaningful friendships.

In his incredibly popular self-help book, The 7 Habits of Highly Effective People, Stephen Covey highlights a major barrier to effective communication: the failure to truly listen. Covey observed that, “Most people do not listen with the intent to understand; they listen with the intent to reply.” This mindset prevents genuine connection because our minds are preoccupied with formulating a response rather than fully absorbing what the other person is saying.

Covey’s solution is encapsulated in his principle, “Seek first to understand, then to be understood.” To practice this, he suggests paraphrasing the other person’s main points in your own words. This technique shows that you’re not just hearing them but genuinely understanding their perspective. When people feel understood, they become more open to hearing your thoughts in return.

Read our summary of The 7 Habits of Highly Effective People

Guess the Answer – Quiz Challenge

Which strategy is most effective for building genuine friendships according to Dale Carnegie?

Offering advice and solutions immediately

Giving elaborate compliments

Bringing over good snacks

Asking thoughtful questions

😇 4. Assume Good Intentions: See people in a positive and charitable way, and they will often become friends not enemies

Build positive trustworthy relationships by starting difficult conversations with friendly admiration, assuming positive motivations, and treating mistakes as accidents. It’s about seeing the best in people and giving them the benefit of the doubt, and they will most often treat you well in return.

In Hollywood movies, people are often over simplified into one-dimensional characters, with clear heroes and villains. In reality, we all see ourselves as the altruistic heroes of our own stories, which can lead us to mistakenly view others as the selfish enemies. This black-and-white thinking hinders our ability to communicate and connect effectively.

Practical tips:

  • Offer Friendly Admiration First: When entering a negotiation or any challenging conversation, start by recognizing the positive qualities in the other person. This sets a positive tone and shows respect, making the other person more receptive to your requests. For example, in one story from the book, a tenant was able to negotiate a rent decrease with their landlord by starting with praise for their good management of the property. The landlord was astounded because they had never heard appreciation before, only complaints when something went wrong.
  • Assume They Have Positive Motivations: People usually act from a mix of motivations, both selfish and selfless. By speaking of their positive intentions, you create an atmosphere of trust and goodwill. For instance, when a university seeks a donation from a billionaire for a new building, they emphasize the altruistic aspects of giving back to the community, even though part of the donor’s motivation might be having their name on the building.
  • Assume Mistakes Are Accidental: Instead of assuming bad intentions when things go wrong, consider that mistakes are often due to carelessness or forgetfulness. For example, when Charles Schwab saw workers smoking under a “no smoking” sign, he didn’t react with anger. Instead, he handed them cigarettes as a free gift and said he trusted they would smoke these outside. This approach allowed the workers to save face and prevented resentment, for what was probably a temporary lapse in judgment.
Guess the Answer – Quiz Challenge

What is the best way to enter a negotiation or tough conversation?

Start with a low-ball offer

Offer friendly praise

Assume they want to rip you off

Make your demands clear immediately

👏 5. Lead with Encouragement: Become a leader that is respected and effective by giving positive reinforcement to your team

The top business leaders, according to Dale Carnegie, motivate people more effectively through appreciation and encouragement, not criticism. They do it by asking for suggestions instead of giving orders, celebrating small improvements, and assigning respectful titles.

Imagine you’re the boss at work, and your team isn’t performing as well as you’d like. What’s the best approach to motivate them? While criticism might seem effective in the short term because it creates a strong immediate reaction, it can lead to resentment and decreased morale over time. Instead, adopting a positive approach can yield better long-term results.

Charles Schwab, one of America’s greatest businessmen, believed that enthusiasm created through appreciation and encouragement was key to motivating employees.

Here are some practical tips for positive leadership from How to Win Friends and Influence People:

  • Don’t Give Orders, Ask for Suggestions: When you need an employee to improve, frame it as a suggestion rather than a direct order. For example, if you want an employee to improve their email writing, you might ask, “Do you think this is the best way to start this paragraph?” This approach communicates the need for improvement while respecting the employee’s input and abilities.
  • Celebrate Small Improvements Often: Celebrating small achievements can boost morale and encourage continued progress. The psychologist B.F. Skinner highlighted the effectiveness of positive reinforcement over punitive measures, showing that consistent, enthusiastic praise can lead to sustained improvement.
  • Give Them an Important Title: Assigning a meaningful title can instill a sense of pride and responsibility in an employee. For instance, a store owner transformed a careless employee’s performance by appointing them as the “Price Tag Supervisor.” This new title gave the employee a sense of ownership and pride in their work, leading to better performance and behavior.

What about great businesspeople today? Bob Iger, who recently served as Disney’s CEO for over 15 years, also struggled with balancing positive encouragement and critical feedback. In his autobiography, Iger wrote, “It’s a delicate thing, finding the balance between demanding that your people perform and not instilling a fear of failure in them.”

After decades of leadership experience, Iger distilled his approach into a simple rule: “Don’t start negatively, and don’t start small.” He always began feedback with something positive and focused on the big picture. For example, when speaking with the director of the Black Panther movie, he first expressed his confidence in the director’s abilities before offering some advice on the film’s direction.

Read our summary of Ride of a Lifetime by Bob Iger

Guess the Answer – Quiz Challenge

What is an effective way mentioned to increase an employee's sense of pride and ownership in their work?

Offer a financial bonus

Give them more tasks

Provide strict supervision

Assign them an important title

  1. Pause Before Responding: When you feel the urge to criticize, take a moment to pause and breathe before responding. It can be useful to count to 5 in your head.
  2. Reframe Criticism: If you need to address an issue, frame it positively. Instead of saying, “You did this wrong,” say, “Here’s a way we can improve this.”
  3. Offer Specific Compliments: Instead of general praise, give specific compliments that show you’ve noticed particular efforts or achievements.
  4. Public Recognition: Praise someone in front of others, whether in a meeting or social setting, to amplify their sense of importance.
  5. Ask Open-Ended Questions: Start conversations with open-ended questions like, “What are you passionate about?” or “Tell me more about your hobbies.”
  6. Follow Up: Remember details from previous conversations and follow up on them later, showing that you care and remember.
  7. Give the Benefit of the Doubt: When someone makes a mistake, assume it was unintentional and approach the situation with empathy.
  8. Ask for Input: Instead of giving direct orders, ask for suggestions and input from your team to show you value their opinions.

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