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The Seven Habits of Highly Effective People Dr.Arivalan DBA Certified Hypnotherapist (IACT), NLP Coach (ABNLP, US), Time Line Therapist, LAB Profile Trainer.
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7 Habits of Highly Effective People - Stephen Covey

Jul 02, 2015

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The Slides includes all the seven habits of highly effective people with application practices from the famous book written by Stephen Covey.
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Page 1: 7 Habits of Highly Effective People - Stephen Covey

The Seven Habits of Highly

Effective People

• Dr.Arivalan DBA

Certified Hypnotherapist (IACT), NLP Coach (ABNLP,

US), Time Line Therapist, LAB Profile Trainer.

Page 2: 7 Habits of Highly Effective People - Stephen Covey

This workshop is useful for:-

•Mind set changes

•Managing the self

•Managing others

•Successful Leaving

Page 3: 7 Habits of Highly Effective People - Stephen Covey

The 7 Habits of

Highly Effective People

• There is no real excellence in all this world

which can be separated from right living

Page 4: 7 Habits of Highly Effective People - Stephen Covey

• Common deep personal & professional problems:

– How to reach the career goals set without losing personal

and family life?

– How can I keep a promise I make to myself?

– How can a manager train his employees to be independent

and responsible if it happened once that this manager was

home sick for a day?

– How can one really congratulate a friend enthusiastically for

achieving some degree of success and recognition without

eating his heart out?

– There’s so much to do and there’s never enough time. How

can I manage my life effectively?

Page 5: 7 Habits of Highly Effective People - Stephen Covey

The 7 Habits of Highly

Effective PeopleThe Principles established in Stephen R. Covey’s book are supposed to help a person achieve true interdependent "effectiveness". Covey argues this is achieved by aligning oneself to what he calls "true north"—principles of a character ethic that, unlike values, he believes to be universal and timeless. The book presents the principles in four sections.

Paradigms and Principles. Here, Covey introduces the basic foundation for the creation of the habits.

Private Victory. Here, Covey introduces the first three habits intended to take a person from dependence to independence, or one's ability to be self-reliant. You must be able to win your private victories before you can start on your public victories. If you start to win your public victories first, how can you feel good about yourself and still work on habits...

Public Victory. Here, Covey introduces habits four through six which are intended to lead to interdependence, the ability to align one's needs and desires with those of other people and create effective relationships.

Renewal. Here, Covey introduces the final habit which directs the reader to begin a process of self-improvement.

Page 6: 7 Habits of Highly Effective People - Stephen Covey

Principles of Personal Vision

The word proactive means that we are responsible for our own lives. Our behavior is a function of our decisions, not our conditions. We can subordinate feelings to values. We have the initiative and the responsibility to make things happen. Highly proactive people recognize that responsibility. The do not blame circumstances, conditions, or social conditioning for their behavior. Their behavior is a product of their own conscious choice, based on values, rather than a product of their conditions, based on feeling. Proactive people are still influenced by external stimuli but their response, conscious or unconscious, is a value based choice or response.

Be Proactive

Page 7: 7 Habits of Highly Effective People - Stephen Covey

Principles of Personal Leadership

Begin today with the image, picture, or paradigm ofthe end of your life as your frame of reference of thecriterion by which everything else is examined.Each part of your life—today’s behavior, tomorrow’sbehavior, next week’s behavior, next month’sbehavior—can be examined in the context of thewhole, of what really matters most to you. Bykeeping that end clearly in mind, you can makecertain that whatever you do on any particular daydoes not violate the criteria you have defined assupremely important, and that each day of your lifecontributes in a meaningful way to the vision youhave of your life as a whole. To begin with the endin mind means to start with a clear understanding ofyour destination. It means to know where you’regoing so that you better understand where you arenow and so that the steps you take are always in theright direction.

Begin with the end in mind

Page 8: 7 Habits of Highly Effective People - Stephen Covey

Principles of Personal Management

Habit 1 says that you are the programmer.Habit 2 says to write the program. Habit3 says to run the program. Living it isprimarily a function of our independentwill, our self-discipline, our integrity, andcommitment—not to short-term goals andschedules or to the impulse of themoment, but to the correct principles andour own deepest values, which givemeaning and context to our goals, ourschedules, and our lives. Organize andexecute around priorities.

Put First Things First

Page 9: 7 Habits of Highly Effective People - Stephen Covey

Principles of Interpersonal Leadership

Win/Win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Win/Win means that agreements or solutions are mutually beneficial, mutually satisfying. With a Win/Win solution all parties feel good about the decision and feel committed to the action plan. Win/Win is a belief in a Third Alternative. It’s not your way or my way; it’s a better way. And if a solution can’t be found to benefit both parties they agree to disagree agreeably—No Deal. Anything less than Win/Win in and interdependent reality is a poor second best that will have impact in the long-term relationship. The cost of that impact needs to be carefully considered. If you can’t reach a true Win/Win, you’re very often better off to go for No Deal.

Think Win/Win

Page 10: 7 Habits of Highly Effective People - Stephen Covey

Seek First to

Understand,

Then to Be

Understood

Principles of Empathic Communication

Listening with the intent to understand is called empathic listening. Empathic listening gets inside another person’s frame of reference. You look out through it, you see the world the way they see the world, you understand their paradigm, you understand how they feel. Empathy is not sympathy. Empathic listening involves much more than registering, reflecting, or even understanding the words that are said. You aren’t just listening with your ears, but also with you eyes and your heart. Empathic listening is so powerful because it gives you accurate data to work with. When you present your own ideas be clear, specific, visual, and most important, contextual—in the context of a deep understanding of the other person’s paradigms and concerns. You will significantly increase the credibility of your ideas. What you’re presenting may even be different form what you had originally thought because in you effort to understand, you learned.

Page 11: 7 Habits of Highly Effective People - Stephen Covey

Principles of Creative Cooperation

Synergy is the essence of principle-centered leadership. It catalyzes, unifies, and unleashes the greatest power within people. Simply defined, it meant that the whole is greater than the sum of its parts. Without doubt, you have to leave the comfort zone of base camp and confront an entirely new and unknown wilderness. You become a trailblazer, a pathfinder. You open new possibilities, new territories, new continents, so that others can follow. The essence of synergy is to value differences—to respect them, to build on strengths, to compensate for weaknesses.

Synergize

Page 12: 7 Habits of Highly Effective People - Stephen Covey

Principles of Balanced Self-Renewal

Habit 7 is preserving and enhancing the greatest asset you have—you. It’s renewing the four dimensions of your nature—physical, spiritual, mental, and social/emotional. Express all 4 motivations. Exercise all four dimensions of our nature regularly and consistently in wise and balanced ways. This is the single most powerful investment we can ever make in life—the investment in ourselves. We are the instruments of our own performance, we need to recognize the importance of taking time to regularly sharpen the saw in all four ways.

Exercise,

nutrition,

stress

management

Value

clarification,

commitment,

meditation,

study,

perspective

Reading,

visualizing,

planning,

writing,

autonomy

Service,

empathy,

synergy,

intrinsic

security, be a

good friend

Physic

al

Social

Spiritu

al

Men

tal

Sharpen the Saw

Page 13: 7 Habits of Highly Effective People - Stephen Covey

The Key for Successful Living

Personality Ethic Character Ethic

Focus on attitude and

behavior minor change

To change the situation first

we have to change ourselves

and our perceptions

significant, quantum change

Works in short term situation

(symptomatic treatment)

Has personal worth in the

long term relationship

Social band aids that treats

only acute problems

temporarily

Treats the underlying chronic

problem

Page 14: 7 Habits of Highly Effective People - Stephen Covey

The Key for Successful Living

• Primary and secondary greatness

– Quit lacking at the leaves of attitude and behavior

(secondary greatness)

– Get to work on the root, the character (primary

greatness) from which these attitude and behavior

flow.

Page 15: 7 Habits of Highly Effective People - Stephen Covey

The Power of a Paradigm

• A paradigm is :

– A frame of reference, a model

– A perception, assumption

– The way we perceive, understand &

accordingly interpret and judge things. A

mental map.

Page 16: 7 Habits of Highly Effective People - Stephen Covey
Page 17: 7 Habits of Highly Effective People - Stephen Covey

• Two people can see the same thing,

disagree and yet both be right.

• The more we examine the way we see

things, the more we can test them against

reality.

• Listen to others and be open to their

perception, to get a far more objective view.

Page 18: 7 Habits of Highly Effective People - Stephen Covey

Being Is Seeing

Be See Think Feel Behave

• We cannot change our seeing without

changing our being

• If you want to have…. Be….

• The seven habits paradigm:

– An “inside-out” approach to personal and

interpersonal effectiveness

Page 19: 7 Habits of Highly Effective People - Stephen Covey

Can we create a HABIT?

• We are what we repeatedly do

• Excellence, then, is not an act, but a habit

• Habits are learned and unlearned

• We are not the habits, hence we can change

them

Page 20: 7 Habits of Highly Effective People - Stephen Covey
Page 21: 7 Habits of Highly Effective People - Stephen Covey

Effectiveness is defined as p/pc

balance

• p= production = what is produced, the desired results produced

• pc = production capacity = producing asset. Maintaining, preserving and enhancing the resources that produces the desired results

• Maintain the p/pc balance:

– Balance short term with long term

– Take time to invest in a relationship

– Win the customer more than the call

Page 22: 7 Habits of Highly Effective People - Stephen Covey

The Seven Habits Paradigm

1 Be

proactive

Dependence

Independence

Interdependence

PRIVATE

VICTORY

PUBLIC

VICTORY

Page 23: 7 Habits of Highly Effective People - Stephen Covey

Principles of Personal Leadership

• Move yourself from dependence to

independence, the foundation for effective

interdependence

• Achieve private victory, the foundation for

public VICTORY

• Achieve self mastery through self

awareness, self confidence and self

control.

Page 24: 7 Habits of Highly Effective People - Stephen Covey

Principles of Personal Leadership

• Prepare yourself for interpersonal

leadership

• Build a changeless inner core, from which

your attitude and behavior flow

• Build the principle center that gives you

the wisdom and power to adapt to change

and to take advantage of the opportunities

that change creates.

Page 25: 7 Habits of Highly Effective People - Stephen Covey

The Maturity Continuum

Page 26: 7 Habits of Highly Effective People - Stephen Covey

Character & Personality

Although image, techniques and skills can

influence your outward success, the weight

of real effectiveness lies in good character.

Page 27: 7 Habits of Highly Effective People - Stephen Covey

Character & Competence

Character A person with high character

exhibits integrity, maturity and an

Abundance Mentality.

Competence A person with high competence has

knowledge and ability in a given

area.

As people balance these two elements, they build their

personal trustworthiness and their trust with others.

Page 28: 7 Habits of Highly Effective People - Stephen Covey

Character & Competence

Character Competence

Page 29: 7 Habits of Highly Effective People - Stephen Covey

JUDGEMENT

CHARACTER Integrity

Maturity

Abundance Mentality

Interdependency

COMPETENCE Technical skills

Qualifications

Knowledge

Experience

Page 30: 7 Habits of Highly Effective People - Stephen Covey

EMOTIONAL BANK ACCOUNT

Page 31: 7 Habits of Highly Effective People - Stephen Covey

CIRCLE OF

INFLUENCE

Page 32: 7 Habits of Highly Effective People - Stephen Covey

CIRCLE OF

INFLUENCE

Page 33: 7 Habits of Highly Effective People - Stephen Covey

Habit 1

BE PROACTIVE

1 Be

proactive

Page 34: 7 Habits of Highly Effective People - Stephen Covey

Three theories of determinism affecting our

response to a certain stimulus

• Genetic determinism (DNA)

• Psychic determinism (childhood experience)

• Environmental determinism (boss, spouse,

economic situation, notational policies)

Page 35: 7 Habits of Highly Effective People - Stephen Covey

Habit One : Be ProactiveThe Habit of Personal Vision

The Four Human Endowments:

Self-Awareness – Examining thoughts, moods and behaviors

Imagination – Visualizing beyond experience and present reality (work on alternatives)

Conscience – Understanding right and wrong and following personal integrity

Independent Will – Acting independent of external influence

Page 36: 7 Habits of Highly Effective People - Stephen Covey

PROACTIVE MODEL

Freedom To

ChooseStimulus Response

Self-Awareness

Imagination Conscience

IndependentWill

Happiness is like unhappiness, a proactive choice

Page 37: 7 Habits of Highly Effective People - Stephen Covey

PROACTIVE MODEL

• Responsibility = “Response-ability”

• Proactive people:

– Behavior in the product of one’s decision based on

values

– Personal leaders

– Take the initiative and are solutions to problems

– Successfully handle direct, indirect and no control

problems

Page 38: 7 Habits of Highly Effective People - Stephen Covey

PROACTIVE MODEL

• Reactive people:

– Behavior is the product of one’s condition based

on feelings

– Unhappy people who feel victimized and

immobilized, who focus on the weaknesses of

other people

– Blame other people and circumstances they feel

are responsible for their own stagnant situation.

Page 39: 7 Habits of Highly Effective People - Stephen Covey

Reactive Language Proactive Language

There's noting I can do Let’s look at our alternations

That’s just the way I am I can choose a different approach

He makes me so mad I control my own feelings

They won’t allow that I can create an effective presentation

I have to do that I will choose an appropriate

response

I can’t I choose

I must I prefer

If only I will

Page 40: 7 Habits of Highly Effective People - Stephen Covey

Listen to your language and to

the language of the people

around you. How often do you

use and hear reactive phrases

as “If only”, or “I have to”…

Page 41: 7 Habits of Highly Effective People - Stephen Covey

Self-Reflection Exercise

Page 42: 7 Habits of Highly Effective People - Stephen Covey

No Concern

Circle of Concern

Page 43: 7 Habits of Highly Effective People - Stephen Covey

Circle of Concern

Circle of Influence

Page 44: 7 Habits of Highly Effective People - Stephen Covey

Circle of

Circle of Influence

Concern

Circle of

Circle of Influence

Concern

REACTIVE FOCUS (Negative energy reduces

the Circles of Influences)

PROACTIVE FOCUS (Positive energy enlarges

the Circles of Influences)

Page 45: 7 Habits of Highly Effective People - Stephen Covey
Page 46: 7 Habits of Highly Effective People - Stephen Covey

Habit 2BEGIN WITH THE END IN MIND

1 Be

proactive

2Begin

with theEnd in Mind

Page 47: 7 Habits of Highly Effective People - Stephen Covey

• Start with a clear understanding of your

destination

• Picture deeply what kind of husbands, wife,

father or mother would you like to be?

• What kind of son or daughter or cousin?

• What kind of friend?

• What kind of working associate?

Page 48: 7 Habits of Highly Effective People - Stephen Covey

Assumptions

• Assume at your funeral, how would family, colleague, friend, church, etc talk about you

• Assume today’s the last day in your life

• Assume:

• Body - Had a heart attack; Mind – Life of your profession is 2 years; Heart – Other person is clairvoyant; Spirit – You met with the Almighty

Page 49: 7 Habits of Highly Effective People - Stephen Covey

Habit Two

Begin with the End in MindThe Habit of Personal Leadership

Mental Creation Precedes Physical Creation

To start with a clear understanding of your

destination.

Write your MISSION STATEMENT

Choose a Life Center

Page 50: 7 Habits of Highly Effective People - Stephen Covey

• Create a personal mission statements = a

personal constitution, a frame of reference

• Align your daily behavior with your life

objectives

• Business = “busy-ness”

• Climbing the ladder of success:

effectiveness vs. efficiency

Page 51: 7 Habits of Highly Effective People - Stephen Covey

Circle of Concern

Circle of Influence

• Our deepest center:

– Work

– Family

– Spouse/Husband

– Friend

– Religion

– Self

– Pleasure

– Possessions

– Money

– Enemy

Page 52: 7 Habits of Highly Effective People - Stephen Covey

CENTER

Sec

uri

tyP

ow

er

Wisdom Guidance

Page 53: 7 Habits of Highly Effective People - Stephen Covey

Our four life-supporting factors derive from

the very center of our circle of influence

• SECURITY: Sense of worth, self esteem

& personal strength

• GUIDANCE: Source of direction in life

• WISDOM: Perspective on life

• POWER: Decision making ability

Page 54: 7 Habits of Highly Effective People - Stephen Covey

• A principle center:

– Creating a solid changeless core, from whichflow the four life-support factors.

– Correct principles do not change

– a principle-centered person stands apart fromthe emotion of the situation and evaluates theoptions.

Page 55: 7 Habits of Highly Effective People - Stephen Covey

• A principle center:

– You won’t be acted upon by other people orcircumstances

– See change as an exciting adventure andopportunity to make significant contributions.

Page 56: 7 Habits of Highly Effective People - Stephen Covey

Habit Two

Begin with the End in MindThe Habit of Personal Leadership

Page 57: 7 Habits of Highly Effective People - Stephen Covey

Habit Two

Begin with the End in MindThe Habit of Personal Leadership

Principle-Centered

Someone who is principle-centered bases decisions on

principles that govern human effectiveness. Principles are

the ideal core because they allow us to seek the best

alternative through conscious choice, knowledge and values.

Principle-centered people try to :

Stand apart from the emotion of a situation and from other

factors that would act on them.

Make proactive choices after evaluating options.

Page 58: 7 Habits of Highly Effective People - Stephen Covey

Habit Two

Begin with the End in MindThe Habit of Personal Leadership

Mission Statement

A powerful document that expresses your personal sense of

Purpose and meaning in life. It acts as a governing

Constitution by which you evaluate decisions and choose

behaviors.

Page 59: 7 Habits of Highly Effective People - Stephen Covey

Define Leadership &

ManagementLeadership deals with Direction

(Doing the right things)

Management deals with Speed,

Co-ordination, Logistics in moving

in that direction

(Doing the things RIGHT)

Page 60: 7 Habits of Highly Effective People - Stephen Covey

Self-Reflection Exercise

• Take a few moment and write down your

roles as you now see them.

Area of Activity Character Contributions Achievements

Family

Friends

Work

Community

Services

Page 61: 7 Habits of Highly Effective People - Stephen Covey

Self-Reflection Exercise cont’

• Are you satisfied with the mirror image of

your life?

• Identify a project or a tasks that you will be

facing in the near future and apply the

principle of mental creation. Write down the

results you desire and what steps will lead

to those results.

Page 62: 7 Habits of Highly Effective People - Stephen Covey

Habit 3PUT FIRST THINGS FIRST

1 Be

proactive

3Put First

Things First

Things which

matter most must

never be a the

mercy of things

which matter

least.

Page 63: 7 Habits of Highly Effective People - Stephen Covey

WEEKLY ORGANIZING

Roles Goals Plans

Schedule

Delegate

Mission

Statement Roles Goals

LONG-TERM ORGANIZING

Page 64: 7 Habits of Highly Effective People - Stephen Covey

Two Factors to Define Any

Activity

• Urgency - An activity is urgent if you or others feel that it requires immediate attention.

• Importance - An activity is importance if you personally find it valuable, and if it contributes to your mission values, and high-priority goals.

Page 65: 7 Habits of Highly Effective People - Stephen Covey

Time management matrix

I - Procrastinator

Urgent

Important

2-Prioritizer

Not Urgent

Important

III – ‘Yes Man’

Urgent

Not Important

IV - Slacker

Not Urgent

Not Important

Page 66: 7 Habits of Highly Effective People - Stephen Covey

The Time Management Matrix

Urgent & Important

Activities Results

• Crises

• Pressing problems

• Deadline-driven projects

• Stress

• Burnout

• Putting out fires

I

Page 67: 7 Habits of Highly Effective People - Stephen Covey

The Time Management Matrix

Not urgent but Important

Activities Results

• Prevention, PC activities

• Relationships building

• Recognizing new

opportunities

• Planning recreation

• Vision

• Balance

• Discipline

• Control

• Few crises

II

Page 68: 7 Habits of Highly Effective People - Stephen Covey

The Time Management Matrix

Urgent but Not ImportantActivities Results

• Interruptions, some calls

• Some mail, some reports

• Some meetings

• Proximate, pressing

matters

• Popular activities

• Short-term focus

• Crisis management

• Feel victimized, out of

control

• Broken relationships

III

Page 69: 7 Habits of Highly Effective People - Stephen Covey

The Time Management Matrix

Not Urgent & Not Important

Activities Results

• Trivia, busy work

• Some mail

• Some phone calls

• Time wasters

• Pleasant activities

• Dependent on others

• Total irresponsibility

• Fired from jobs

IV

Page 70: 7 Habits of Highly Effective People - Stephen Covey

. Crisis

. Pressing problems

. Deadline-driven projects, meetings, preparations

. Preparation

. Prevention

. Values clarification

. Planning

. Relationship building

. True re-creation

. Empowerment

. Interruptions, some phone calls

. Some mail, some reports

. Some meetings

. Many proximate,pressing matters

. Many popular activities

. Trivia, busywork

. Some phone calls

. Time wasters

. “Escape” activities

. Irrelevant mail

. Excessive TV

I II

III IV

Urgent Not Urgent

Im

po

rta

nt

No

t Im

po

rta

nt

Page 71: 7 Habits of Highly Effective People - Stephen Covey

Habit Three - Put First things First

The Habit of Personal

ManagementURGENT

IMP

OR

TA

NT

NOT URGENT

NO

T I

MP

OR

TA

NT

Crises

Managemen

t

Attach to

Mission

Distraction

s Time

Wasters

Page 72: 7 Habits of Highly Effective People - Stephen Covey

Habit Three - Put First things First

The Habit of Personal

Management

“Effective people have genuine Quadrant 1 crises and emergencies

that require their immediate attention, but the number is

comparatively small. They keep P and PC in balance

by focusing on the important, but not urgent,

activities of Quadrant II”

Page 73: 7 Habits of Highly Effective People - Stephen Covey

Habit Three - Put First things First

The Habit of Personal

Management

Things which matter most must never be at the mercy of things which matter least.

The Key is not to prioritize your schedule but

to schedule your priorities.

Page 74: 7 Habits of Highly Effective People - Stephen Covey

Habit Three - Put First things First

The Habit of Personal

Management

Put First things First involves a six-step, QII process

That will help you act on the basis of importance.

Importance, in the context of Put first things First, is defined

By your mission statement and confirmed by your conscience.

The six steps can be used in weekly planning or as often as needed.

Connect to Mission Review Roles Identify Goals

Organize Weekly Exercise Integrity Evaluate

Page 75: 7 Habits of Highly Effective People - Stephen Covey

Self-Reflection Exercise

• Identify a Quandrant II activity you know

has been neglected in your life-one that if

done well, would have significant impact in

your life, either personally or

professionally. Write it down and commit to

implement it.

Page 76: 7 Habits of Highly Effective People - Stephen Covey

Self-Reflection Exercise cont’

• Draw a time management matrix and try to

estimate what percentage of your time you

spend in each quadrant. Then log your time

for three days in fifteen-minute intervals.

How accurate was your estimate? Are you

satisfied with the way you spend your time.

What do you need to change?

Page 77: 7 Habits of Highly Effective People - Stephen Covey

Public Victory

There can be no

friendship without

confidence, and no

confidence without

integrity.1 Be

proactive

3Put First

Things First

PUBLICVICTORY

Page 78: 7 Habits of Highly Effective People - Stephen Covey

PRINCIPLES OF INTERPRSONAL

LEADERSHIP

• The p/pc balance in an interdependent

reality

• The emotional bank account

– The amount of trust built up in a relationship

– The feeling of safeness that makes

communication easy, instant and effective

Page 79: 7 Habits of Highly Effective People - Stephen Covey

• Six major deposits

– Understanding the individual

• Uncover the person’s deep interest or needs

• Treat them all the same by treating them differently

– Attending to the little things

• Kindness and courtesies are the big things

PRINCIPLES OF INTERPRSONAL

LEADERSHIP

Page 80: 7 Habits of Highly Effective People - Stephen Covey

• Six major deposits

– Keeping commitments

• Keep a promise you have made or explain the situation

and ask to be released from it.

– Clarifying expectations

• Conflicts arise form ambiguous expectations about roles

and goals

PRINCIPLES OF INTERPRSONAL

LEADERSHIP

Page 81: 7 Habits of Highly Effective People - Stephen Covey

• Six major deposits

– Showing personal integrity

• Goes beyond honesty

• Build the trust of those who are present by being loyal

to those who are not present

– Apologizing sincerely when you make a withdrawal

• It is the weak who are cruel, gentleness can only be

expected from the strong

PRINCIPLES OF INTERPRSONAL

LEADERSHIP

Page 82: 7 Habits of Highly Effective People - Stephen Covey

P problems are PC opportunities

• Problems create the opportunity to build a

deep relationship – the emotional bank

account that empowers us to work together

as a strong complementary team.

Page 83: 7 Habits of Highly Effective People - Stephen Covey

Habits One, Two & Three

The first three habits help develop a deep base of character and

personal security . Once these 3 habits become part of who you are

you are then ready to begin building rich enduring highly

productive relationships with other people and that’s where habits

four, five and six come in.

Page 84: 7 Habits of Highly Effective People - Stephen Covey
Page 85: 7 Habits of Highly Effective People - Stephen Covey

Habits Four, Five & Six

These are the habits that lead to interdependent relationships.

Habit Four : Think Win-win

The attitude of seeking solutions, so that every one can win.

Do this by communicating. This is done by Habit Five

Habit Five : Seek first to understand, then to be understood

Habit Six : This is the habit of creative co-operation - Synergy

This happens when two sides in a dispute work together to come with

a solution which is better than what either side initially proposed.

Page 86: 7 Habits of Highly Effective People - Stephen Covey

Habit 4THINK WIN WIN

We have

committed the

Golden Rule to

memory; let us

now commit it to

life”

1 Be

proactive

3Put First

Things First

ThinkWin/Win

4

Page 87: 7 Habits of Highly Effective People - Stephen Covey

Six Paradigms of human

interactions:

• Win/win

• Win/lose

• Lose/win

• Lose/Lose

• Win

• Win/win or no deal

Page 88: 7 Habits of Highly Effective People - Stephen Covey

Win/Win

• Seeks for mutual benefit

• All parties feel good about the decision and feel

committed to the action plan

• Sees life as cooperative, not competitive

• There’s plenty for everybody

• Believes in the third alternative

• Listens more, stays in communication longer, and

communicates with more courage.

Page 89: 7 Habits of Highly Effective People - Stephen Covey

Habit Four - Think Win-Win

The Habit of Interpersonal

Leadership

Win-Lose : People with a win-lose mindset are concerned with

themselves first and last. They want to win, and they want others to

lose. They achieve success at the expense or exclusion of another’s

success. They are driven by comparison, competition, position, and

power.

Characteristics

•Is very common scripting for most people

•Is the authoritarian approach.

•Uses position, power, credentials, possessions, or personality to get

the “Win”.

Page 90: 7 Habits of Highly Effective People - Stephen Covey

Habit Four - Think Win-Win

The Habit of Interpersonal

Leadership

Lose-Win : People who choose to lose and let others win show high

consideration for others, but lack the courage to express and act on

their feelings and beliefs. They are easily intimidated and borrow

strength from acceptance and popularity.

Characteristics

•Voices no standards, no demands, no expectations of anyone else.

•Is quick to please or appease.

•Buries a lot of feelings.

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Habit Four - Think Win-Win

The Habit of Interpersonal

Leadership

Lose-Lose : People who have a lose-lose paradigm are low on

courage and consideration. They envy and criticize others. They

put themselves and others down.

Characteristics

•Is the mindset of a highly dependent person.

•Is the same as a “no win” because nobody benefits.

•Is a long-term result of a win-lose, lose-win, or win.

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Habit Four - Think Win-Win

The Habit of Interpersonal

Leadership

Win : People who hold a win paradigm think only of getting what

they want. Although they don’t necessarily want others to lose,

they are personally set on winning. They think independently in

interdependent situations, without sensitivity or awareness of others.

Characteristics

•Is self-centered.

•Thinks “me first”.

•Doesn’t really care if the other person wins or loses.

•Has a Scarcity Mentality”.

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Habit Four - Think Win-Win

The Habit of Interpersonal

Leadership

Win-Win or No Deal : Win-Win or No Deal is the highest form of

win-win. People who adopt this paradigm seek first for win-win. If

they cannot find an acceptable solution, they agree to disagree

agreeably.

Characteristics

•Allows each party to say no.

•Is the most realistic at the beginning of a relationship or business

deal.

•Is the highest form of “Win”.

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Five Dimensions of Win/Win

1 2 3

Win/Win

Character

Win/Win

Relationship

Win/Win

Agreements

Supportive Systems (4) and Processes (5)

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Character

• Three character traits essential to the win/winparadigms:

– Integrity: make and keep meaningful promises andcommitments. People of Integrity are true to theirfeelings, values and commitments.

– Maturity:

• The balance between courage and consideration

• The ability to express one’s won feelings andconvictions balanced with consideration of thethoughts and feelings of others

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Abundance Mentality

Scarcity Mentality Abundance Mentality

There’s only one pie There is plenty for

everybody

Sense of worth and

security comes from being

compared

Define themselves form

within

Deep inner sense of worth

and security

Someone else’s success

means their failure

Someone else's success is

our success – sharing it.

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• Relationships

(Character Trust, EBA)

• Agreements

(Relationships performance agreement)– Five elements to agree on in a win/win agreement

• Desired results: Clarify the end in mind, objectives andoutcome.

• Guidelines: Specify boundaries and deadlines foraccomplishing the results within which results are to beaccomplished

• Resources: human, financial, technical, support to helpaccomplish the results

• Accountability: sets up the standards of performance and the time of evaluation. Identify the standards and methods of measurement for progress and accomplishment.

• Consequences: Determine/Evaluate the result (s) of achievingor not achieving win-win

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• Systems

– Should be supportive (reward guidelines, available resources)

– Don't talk cooperation (win/win) and practice competition

(win/lose)

– You can best achieve win-win solutions with win-win systems and

processes. But if Changing your systems to win-win feels

overwhelming and out of reach, remember to work from the inside

out. As you first develop a win-win character and then Win-Win

Agreements and relationships, you will expand your Circle of

Influence and be Able to work on processes.

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• Processes:

– A four-step process:

• 1st see the problem from the other point of view

• 2nd identify the key issues and concerns

• 3rd determine what results would constitute a fully

acceptable solutions

• 4th identify BATNA to achieve those results

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3. Understanding Negotiators Surplus

101

Buyer’s

Entry

Point

Seller’s

Entry

Point

Total Negotiating Range (TNR)

Buyer’s

Exit

Point

Seller’s Exit Point

Gap=> No deal /

Deadlock

Seller’s Negotiating Range

Buyer’s Negotiating Range

Settlement

Range

Settlement Price (or

Negotiating Surplus)Seller’s

Surplus

Buyer’s

Surplus

Distributive

Bargaining Diagram

For an agreement to be made,

It is important for the exit points of

Both parties to overlap, or at least

Meet – “produce the Negotiators’ surplus”

but the dilemma is….

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102

5. Negotiation Styles

More for me means less for

you – zero sum gain

Aggresively competitive

Prefer to dominate

Seek to win

All deals are one off

Use ploys and tactics

Favour bluff or coerce (threats or

force)

Takers- Exploit the submissive

There are two extreme end to a negotiator’s style – Blue and Red.

Styles of negotiators can be ranged from the assertive blue to purple

to the aggressive red.

REDMore for me means more for

you – non zero sum gain.

Assertively competitive

Prefer mutual respect

Seek to succeed

All deals lead to other deals

Prefer to be open and non

manipulative

Doesn’t bluff or coerce

Givers – seek cooperation

BLUE

Which is best

Style to

Practice in

Negotiation?

R + B = Purple

Know

when

to be

tough

Know

when

to be

soft

Aggressive

Red

Assertive

BluePurple

Shade of Red Shade of Blue

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103

5. Negotiation Styles – How to Face a Red Negotiator?

How to Behave?

1. Be patience

2. Stay cool, try to calm TOS.

3. Make neutral statements. – can

influence perception of TOS and

outcome of a negotiation.

4. Give assurance but not give in. –

Showing TOS we are positive.

5. Summarise frequently

6. Ask open questions

7. Check body language

8. Look into their eyes

It takes time to built up trust.

Playing red is self-defeating, ending in a L-L situation.

Communication helps to improve cooperation.

Apply exchange principle (If you give me ……., then I will

give you …….) – The Purple Stylist.

How to Handle?

1. Don’t interrupt

2. Don’t assert/assume

3. Don’t blame

4. Don’t block

5. Don’t be irritated

6. Don’t threaten

7. Don’t agree with his/her

explanation

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Role Play on Negotiation

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Habit 5SEEK FIRST TO UNDERSTAND THEN TO BE

UNDERSTOOD

The heart has

its reasons

which reason

knows not of.

1 Be

proactive

3Put First

Things First

Seek First to UnderstandThen to be Understood

5

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Principles of Empathic Communication

• Four common levels for listening:

– Ignoring: Making no effort to listen

– Practice pretending: Making believe or giving the

appearance you are listening

– Practice selective listening: Hearing only the parts of

the conversation that interest you.

– Attentive listening: Paying attention and focusing on

what the speaker says, and comparing that to your own

experiences.

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Principles of Empathic Communication

• Seek first to understand: Fifth level: Empathic

listening (most effective level):

– Requires high levels of consideration

– Deep understanding of the problem first

– Requires more than practicing listening techniques

– It’s listening with intent to understand (changing our

perceptions)

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– Get inside another persons’ frame of reference

and see things the way he sees it

– Increases our influence-ability (more & accurate

information to work with)

– It ensures people’s psychological survival

(psychological air)

– It is diagnosing before prescribing

Principles of Empathic Communication

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• Then seek to be understood

– Requires high level of courage

– Equally critical in reaching win/win solutions.

Principles of Empathic Communication

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Self-Reflection Exercise –

Perceptual Position

• Select a relationship in which you sense the

Emotional Bank Account is red. Try to

understand other person’s of view by using

the perceptual positioning exercise.

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Habit 6

SYNERGIZE

Take as a guide:

In crucial things

unity

In Important things

diversity

In all thing

generosity.

1 Be

proactive

3Put First

Things First

Synergize

6

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Principles of Creative Cooperation

Defensive (Win/Lose or Lose/win)

Respectful (Compromise)

Synergistic (Win/Win)

Low

TRUST

High

LEVELS OF COMMUNCIATION

COOPERATIONLow High

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• Deeply understanding each other becomes the

stepping stones to synergy

• Synergy means that the whole is greater than the

sum of its parts

• One plus one equals three or more.

• Identifying a third synergistic alternative/solution

that will be better for everyone concerned.

Page 114: 7 Habits of Highly Effective People - Stephen Covey

Habit Six - Synergize

The Habit of Creative Cooperation

Synergy

The whole is greater than the sum of its parts.

Synergy takes place when two or more people

produce more together than the sum of what

they could have produces separately.

Page 115: 7 Habits of Highly Effective People - Stephen Covey

Habit Six - Synergize

The Habit of Creative Cooperation

To Synergize is

•Results-oriented, positive synergy

•Examining exploring, seeking diverse

perspectives openly enough to alter or

complete your paradigm

•Cooperating

•Having a mutually agreed-upon end in mind.

•Worth the effort and highly effective

•A process.

To Synergize is Not

•A brainstorming free-for-all.

•Accepting others’ ideas as full truth.

•Win-lose competition.

•Group think (giving in to peer pressure).

•Always easy.

•Only a negotiation technique.

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Habit Six - Synergize

The Habit of Creative Cooperation

Problem

or

Opportunity

SynergizeHabits 4,5, & 6

The Action

and Process

Third Alternative

SYNERGY

The Result

Page 117: 7 Habits of Highly Effective People - Stephen Covey

Habit Six - Synergize

The Habit of Creative Cooperation

Defensiveness Fear Fixation Ego

Anger Anxiety Jealousy

Page 118: 7 Habits of Highly Effective People - Stephen Covey

Habit Six - Synergize

The Habit of Creative Cooperation

The essence of synergy is valuing the differences. Valuing the differences

does not imply that individuals approve of or agree with differences;

however it does mean that people respect differences and view them

as opportunities for learning. The differing opinions of others and their

viewpoints, perspectives, talents and gifts are valuable when seeking

solutions. These differences enable you to discover and produce things

together that you would much less likely discover and produce

individually. At what level do you value the differences ?

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Habit Six - Synergize

The Habit of Creative Cooperation

Tolerate

Accept

Value

Celebrate

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Self-Reflection Exercise

• Make a list of people who irritate you. Do

they represent different views that could

lead to synergy if you had greater intrinsic

security and valued difference?

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Self-Reflection Exercise cont’

• Identify a situation in which you desire

greater teamwork and synergy. What

conditions would need to exist to support

synergy? What can you do to create those

conditions?

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Habit 7SHARPEN THE SAW

PRINCIPLES OF BALANCED SELF-RENEWAL

Sometimes

when I

consider what

tremendous

consequences

come from

little things…

I am tempted

to think..

There are no

little things.

1 Be

proactive

3Put First

Things First

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• It’s preserving and enhancing personal PC.

The greatest asset we have. It’s we.

PHYSICAL

Exercise, Nutrition,

Stress Management

SOCIAL

Service, Empathy,

Synergy, Intrinsic

Security

SPIRITUAL

Value Clarification &

Commitment, Study &

Meditation

MENTAL

Reading, Visualizing,

Planning, Writing

Page 124: 7 Habits of Highly Effective People - Stephen Covey

Habit Seven - Sharpen the Saw

The Habit of Renewal

Sharpen the Saw is a daily process of renewing for four dimensions of

our nature : Physical, Mental, Spiritual and Social / Emotional.

These four dimensions sustain and increase our capacities and help us

discipline our mind, body and spirit. This daily private victory is a

victory over self. Not only does the daily Private victory stimulate growth,

but it also helps us to achieve the Public Victory. As we achieve these

victories through renewal, we cultivate and nurture the other six habits.

Page 125: 7 Habits of Highly Effective People - Stephen Covey

Habit Seven - Sharpen the Saw

The Habit of Renewal

Physical (Body):

We build physical wellness through proper nutrition, exercise, rest

And stress management.

We can sharpen the Saw in Four Areas :

Mental (Mind) :

We increase mental capacity through, reading, writing, and thinking.

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Habit Seven - Sharpen the Saw

The Habit of Renewal

Spiritual (Spirit):

We develop spiritually through reading inspiring literature, through

meditating and praying and through spending time with nature.

We can sharpen the Saw in Four Areas :

Social / Emotional (Other Relationships) :

We mature socially and emotionally by making consistent, daily

Deposits in the Emotional Bank Account of our key relationships.

Page 127: 7 Habits of Highly Effective People - Stephen Covey

• It’s exercising the four dimensions of our

nature regularly and consistently, in wise

and balanced way.

Page 128: 7 Habits of Highly Effective People - Stephen Covey

The Upward Spiral of Growth

• Success is a long journey, not a destination

• “ A thousand-mile journey begins with the

first step”. And can only be taken one step

at a time.

• “ How can we remember our ignorance

which our growth requires, when we are

using our knowledge all the time”.

Page 129: 7 Habits of Highly Effective People - Stephen Covey

The upward spiral of growth

Page 130: 7 Habits of Highly Effective People - Stephen Covey

Self-Reflection Exercise

• Make a list of activities that would help you

keep in good emotional state, that would fit

your life-style and that you could enjoy over

time.

Page 131: 7 Habits of Highly Effective People - Stephen Covey

Self-Reflection Exercise cont’

• List relastionships you would like to

improve or specific circumstances in which

public victory would bring greater

effectiveness.

Page 132: 7 Habits of Highly Effective People - Stephen Covey

PARADIGM SHIFTS

A BREAK FROMTRADITIONAL WISDOM

TOWARD7 HABITS PRINCIPLES

Habit 1 We are a product of our environment and upbringing.

Habit 2 Society is the source of our values.

Habit 3 Reactive to the tyranny of the urgent. Acted upon by the environment.

Habit 4 Win-lose.One-sided benefit.

Habit 5 Fight, flight, or compromise when faced with conflict.

Habit 6 Differences are threats. Independence is the highest value. Unity means sameness.

Habit 7 Entropy.Burnout on one track - typically work.

We are a product of our choices to our environment and upbringing.

Values are self-chosen and provide foundation for decision making. Values flow out of principles.

Actions flow from that which is important.

Win-win.Mutual benefit.

Communication solves problems.

Differences are values and are opportunities for synergy.

Continuous self-renewal and self-improvement.

Page 133: 7 Habits of Highly Effective People - Stephen Covey

BE PROACTIVE

I can forgive, forget, and let

go of past injustices

I’m aware that I’m

responsible

I’m the creative force

of my life

I choose my attitude,

emotions, and moods

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SEVEN HABITS OF

HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE INEFFECTIVE PEOPLE

HABIT 1

Be Proactive.

Proactive people take responsibility for their own lives. They determine the agendas they will follow and choose their response to what happens around them.

Be Reactive.

Reactive people don’t take responsibility for their own lives. They feel victimized, a product of circumstances, their past, and other people. They do not see as the creative force of their lives.

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Begin with the End in Mind. These people use personal vision, correct principles, and their deep sense of personal meaning to accomplish tasks in a positive and effective way. They live life based on self-chosen values and are guided by their personal mission statement.

Begin with No End in Mind. These people lack personal vision and have not developed a deep sense of personal meaning and purpose. They have not paid the price to develop a mission statement and thus live life based on society’s values instead of self-chosen values.

HABIT 2

SEVEN HABITS OF

HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE INEFFECTIVE PEOPLE

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Put First Things First. These people exercise

discipline, and they plan and execute according to priorities. They also “walk their talk” and spend significant time in Quadrant II.

Put Second Things First. These people are crisis managers who are unable to stay focused on high-leverage tasks because of their preoccupation with circumstances, their past, or other people. They are caught up in the “thick of thin things” and are driven by the urgent.

HABIT 3

SEVEN HABITS OF

HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE INEFFECTIVE PEOPLE

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Think Win-Win.

These people have an abundance mentality and the spirit of cooperation. They achieve effective communication and high trust levels in their Emotional Bank Accounts with others, resulting in rewarding relationships and greater power to influence.

Think Win-Lose or Lose-Win.These people have a

scarcity mentality and see life as a zero-sum game. They have ineffective communication skills and low trust levels in their Emotional Bank Accounts with others, resulting in a defensive mentality and adversarial feelings.

HABIT 4

SEVEN HABITS OF

HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE INEFFECTIVE PEOPLE

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Seek First to Understand, Then to Be Understood. Through perceptive observation and empathic listening, these non-judgmental people are intent on learning the needs, interests, and concerns of others. They are then able to courageously state their own needs and wants.

Seek First to Be Understood. These people put forth their point of view based solely

on their auto-biography and motives, without attempting to understand others first. They blindly prescribe without first diagnosing the problem.

HABIT 5

SEVEN HABITS OF

HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE INEFFECTIVE PEOPLE

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Synergize. Effective people

know that the whole is greater than the sum of the parts. They value and benefit from differences in others, which results in creative cooperation and team-work.

Compromise, Fight, or Flight. Ineffective people believe

the whole is less than the sum of the parts. They try to “clone” other people in their own image. Differences in others are looked upon as threats.

HABIT 6

SEVEN HABITS OF

HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE INEFFECTIVE PEOPLE

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Sharpen the Saw. Effective people are

involved in self-renewal and self-improvement in the physical, mental, spiritual, and social-emotional areas, which enhance all areas off their life and nurture the other six habits.

Wear Out the Saw. Ineffective people fall back, lose their interest, and get disordered. They lack a program of self-renewal and self-improvement and eventually lose the cutting edge they once had.

HABIT 7

SEVEN HABITS OF

HIGHLY EFFECTIVE PEOPLE

EFFECTIVE PEOPLE INEFFECTIVE PEOPLE

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CIRCLE OF

INFLUENCE

Page 145: 7 Habits of Highly Effective People - Stephen Covey

CIRCLE OF

INFLUENCE

Page 146: 7 Habits of Highly Effective People - Stephen Covey

SEVEN PRINCIPLES UPON

WHICH THE SEVEN HABITS ARE BASED

The Seven Habits center on

timeless and universal principles of

personal, interpersonal, managerial,

and organizational effectiveness.

Listed below are the seven

principles upon which the Seven

Habits are based-principles which

are in our circle of influence.

Page 147: 7 Habits of Highly Effective People - Stephen Covey

1. The principle of continuous learning, of self-reeducation - the discipline that drives us toward the values we believe in. Such constant learning is required in today’s world, in light of the fact that many of us can expect to work in up to five radically different fields before we retire.

2. The principle of service, of giving oneself to others, of helping to facilitate other people’s work.

SEVEN PRINCIPLES UPON

WHICH THE SEVEN HABITS ARE BASED

Page 148: 7 Habits of Highly Effective People - Stephen Covey

3. The principle of staying positive and optimistic, radiating positive energy - including avoiding the four emotional cancers (criticizing, complaining, comparing, and competing).

4. The principle of affirmation of others - treating people as proactive individuals who have great potential.

5. The principle of balance - the ability to identify our various roles and to spend appropriate amounts of time in, and focus on, all the important roles and dimensions of our life. Success in one area of our life cannot compensate for neglect or failure in other areas of our life.

SEVEN PRINCIPLES UPON

WHICH THE SEVEN HABITS ARE BASED

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6. The balance of spontaneity and serendipity -the ability to experience life with a sense of adventure, excitement, and fresh rediscovery, instead of trying to find a serious side to things that have no serious side.

7. The principle of consistent self-renewal and self- improvement in the four dimensions of one’s life: physical, mental, spiritual, and social emotional.

SEVEN PRINCIPLES UPON

WHICH THE SEVEN HABITS ARE BASED

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PYRAMID OF INFLUENCE

TEACHING

RELATIONSHIP

EXAMPLE

Page 151: 7 Habits of Highly Effective People - Stephen Covey

Knowledge

(what to, why to)

Desire

(want to)

Skills

(how to)

HABITS

EFFECTIVE HABITS

Page 152: 7 Habits of Highly Effective People - Stephen Covey

JUDGEMENT

CHARACTER Integrity

Maturity

Abundance Mentality

Interdependency

COMPETENCE Technical skills

Qualifications

Knowledge

Experience

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FOUR UNIQUE

HUMAN ENDOWMENTS

1. Self-awareness

2. Conscience

3. Imagination

4. Willpower

Page 154: 7 Habits of Highly Effective People - Stephen Covey

FOUR UNIQUE HUMAN ENDOWMENTS

1. Self-Awareness

We begin to become self-aware and explore the programs we are living out. We come to realize that we stand apart from our programming and can even examine it. We also realize that between stimulus and response, we have the freedom to choose. This self-awareness then leads to the ability to look at other unique endowments in our secret life.

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Our conscience is our internal sense of right and wrong, our “moral nature.” It is the “greater harmonizer” and “balance wheel” of all the principles that govern our behavior. Our conscience gives us a sense of the degree to which our thoughts and actions are in harmony with our principles.

2. Conscience

FOUR UNIQUE HUMAN

ENDOWMENTS

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We can visit the power of the mind to create or to imagine that which does not exist now. In that imagination lie our faith and our hope for the future. We look at what is possible, what we can envision.

3. Power of Imagination

FOUR UNIQUE HUMAN

ENDOWMENTS

Page 157: 7 Habits of Highly Effective People - Stephen Covey

Willpower refers to our determination, our resoluteness - our ability to act based solely on our self-awareness. We ask ourselves, “Am I really willing to to the distance on my mission statement?” “Am I willing to walk my talk?” “Am I really willing to put first things first in spite of external distractions and pressures?” “Am I going to live a life of total integrity?”

4. Willpower or Independent Will

FOUR UNIQUE HUMAN

ENDOWMENTS

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Developing a mission statement is

foundational to Habit 2, Begin with the

End in Mind. It sets general guidelines for

our life based on our values and our roles

and goals. There are four basic

characteristics of good mission

statements, whether they be personal,

family, or organizational mission

statements.

BASIC CHARACTERISTICS OF

GOOD MISSION STATEMENTS

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1. A mission statement should be timeless and changeless. Because goals are not timeless, they should not be included. Mission statements should be based upon unchanging core principles that operate regardless of present realities or situations. This changeless core will enable us to live with changes inside other people and inside the environment. As our consciousness grows and we mature, we will gradually strengthen, deepen, and improve our mission statement. Nevertheless, we should always initially write our mission statement as if it will never change - as if it were timeless.

BASIC CHARACTERISTICS OF

GOOD MISSION STATEMENTS

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2. A mission statement should deal with both ends and means. Ends have to do with what we are about. Means have to do with how we go about achieving those ends. Principles are what we implements to achieve those ends. Ends and means are inseparable. In truth, ends preexist in the means. “You’ll never achieve a worthy end through unworthy means.”

BASIC CHARACTERISTICS OF

GOOD MISSION STATEMENTS

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3. A mission statement should deal with all four of our basic needs:a. To live (our physical and economic

needs)b. To love and to be loved (our cultural and

social ends)c. To learn (our needs to grow, develop, be

recognized, and be useful)d. To leave a legacy (our spiritual need for

meaning, for feeling that life matters, that we add value and make a difference.

BASIC CHARACTERISTICS OF

GOOD MISSION STATEMENTS

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4. A mission statement should deal with all the significant roles of our life, such as a parent, teacher, manager, neighbor, and so forth.

“Internalizing” our mission statement will also help us get a clear understanding of what is truly important. Goethe once said, “Things which matter most must never be at the mercy of things which matter least.” This means that we learn how to say no at appropriate times. Every time we say yes to something that is of little or no importance, we are saying no to something that is more important. Almost every day, most of us are caught in circumstances where we should say no but don’t. We often lack the ability to utter a firm but gracious no.

BASIC CHARACTERISTICS OF

GOOD MISSION STATEMENTS

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SIX LEVELS OF INITIATIVE

1

Wait for instructions

2

Ask for instructions

3

Bring recommendations

4

Use own judgement, report immediately

5

Use own judgement, report routinely

6

Use own judgement, not necessary to report

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Duplicity

Unkindness

Violatedexpectations

Outside stressand pressures

Time wasters

Interruptions

Pressingproblems

Crises

PERSONAL IMMUNE SYSTEM

Live the Seven Habits

Spend timein Quadrant II

Follow correctprinciples

Control own life

Maintain highEmotional BankAccount with selfand others

Maintain reservecapacity

Be resilient

Empower andserve others

CommunicateEmpathically

Synergize withothers using awin-win approach

Page 165: 7 Habits of Highly Effective People - Stephen Covey

EMOTIONAL BANK ACCOUNT

Page 166: 7 Habits of Highly Effective People - Stephen Covey

• The 7 habits of highly effective people is a

holistic, integrated, principle centered

approach for solving our personal and

professional problems

• Principles that give us the security to adapt

to change and the wisdom and power to take

advantage of the opportunities that change

creates.

Page 167: 7 Habits of Highly Effective People - Stephen Covey