What Clients Say


Mark Dugger

Mark Dugger of Cellular Sales

Cellular Sales is the nation’s largest Verizon premium retailer, and when it decided to build new national call center in Knoxville, the company invested in creating workplace culture as well as construction. The office manager, IT staff, and supervisors including floor managers – 14 people in all – took Dale Carnegie training, says Mark Dugger, Manager of the National Call Center.

“It clipped turnover immediately. Collaboration went through the roof. We had fewer escalations, both with employees and customers that landed on my desk. We had a 20 percent lift in sale and cut turnover by 60 percent,” Dugger says.

“Yes, we need slick devices but if customer experience is paramount you blow it through the roof. People will pay for customer experience at the end of the day.”

Mark Dugger, Cellular Sales

Paula Harris

Paula Harris of Barge Waggoner Sumner Cannon

Barge Waggoner Sumner Cannon, Inc., a major Nashville-based engineering and architecture services firm, turned to Dale Carnegie of Tennessee to help develop its project management division. The company, with nine offices that include Chattanooga and Knoxville, sends several people through the training each year, and most of the leadership and project managers are Dale Carnegie graduates.

“We realized oral communications and how we interface with people are really important and we wanted to make sure training was consistent,” says Paula Harris, the company’s executive vice president. “We have found it to be a very good tool when we are communicating internally and externally with our clients.”

Paula Harris, Barge Waggoner Summer Cannon



The vice president of capital assets and construction for LifePoint Hospitals sent all seven of his managers in 2010 to Dale Carnegie as a group and took the same course separately himself. He saw immediate improvement in collaboration and communication skills.

“In health care at all levels we are being required to deliver better service and more service at lower cost and with fewer resources. You do that through a lot of value decisions establishing what has to be done and looking at as many options as possible to find the best way of doing it. It is hard work and it takes creative thinking. Each of my managers gained better listening skills and learned to be more clear in their communications,” Ed O’Dell says.

“When they communicate they understand the responsibility is on them not the person listening.”

Ed O’Dell, LifePoint Hospitals


At Louisiana Pacific Corp., Peter Boon, a senior project engineer, had shied away from maki

Peter Boon

Peter Boon of Louisiana Pacific

ng presentations but found his job expectations expanding to include more of it. After graduating from Dale Carnegie of Tennessee’s training, Peter now makes quarterly presentations to LP’s board and shares ongoing operating results with executives.

“I sort of shunned away from it,” Peter says of public speaking. “There was never an expectation that I had to do it but I found other people wanted me to start doing it.

“I think about all the things I learned at Dale Carnegie and I outline what I want to say and just practice it,” he says. “I present without a written speech, and I just go ahead and talk about the different points. I’ve gotten a lot more confident.”

Peter Boon, Louisiana Pacific Corp.