OUR CHARACTER , Basically, is a composite of our habits. "Sow a thought, reap an action; sow an action, reap a habit; sow a habit, reap a character; sow a character, reap destiny," the maxim goes..........Habits are powerful factors in our lives, because they are consistent , often unconscious patterns, they constantly express our character and produce our effectiveness....or... ineffectiveness.Habits have tremendous gravity pull-more than most of us realize or would admit. Breaking deeply imbedded habitual tendencies such as procrastination, impatience or selfishness that violate basic principles of human effectiveness involves more than "a little will power" and a few minor changes in our lives.During our attempt of breaking or making a habit "Lift off" takes a tremendous effort , but once we break out of the gravity pull, our freedom takes on a whole new dimension.Enjoy reviewing visual essence of " The 7 habits of highly effective people by Stephen R. Covey.Happy reading.........K V Chakrapani (Chakri)Emailfirstname.lastname@example.org
ABOUT 7 HABITS• The Seven Habits of Highly Effective People, first published in 1989, is a self-help book written by Stephen R. Covey1. Be proactive2. Begin with the end in mind Dependence3. Put first things first4. Think win/win Independence5. Seek first to understand... Then to be understood6. Synergise7. Sharpen the saw Interdependence 2
EffectivenessP/PC Balance : The Principle of EffectivenessProductionThe desired results producedProduction CapabilityMaintaining, preserving and enhancing theresources that produces the desired results
Character & PersonalityAlthough image, techniques and skills can influence your outward success, the weight of real effectiveness lies in good character.
Character & CompetenceCharacter-A person with high characterexhibits 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.
THE SEVEN HABITS PARADIGM Interdependenc Seek First to Understand e Synergize w … Then to be he Sa Understood PUBLIC VICTORY pen t Think Win/Win Shar Independence Put First Things First PRIVATE VICTORY Be Begin with Proactive the End in Mind Dependence
Habit 1: Be proactive“You are respons-able: able to choose your respons!”
Habit One : Be Proactive The Habit of Personal VisionResponsibilityResponse + AbilityEffective people take responsibility of their ownactions.Their behavior is a product of their owndecisionsCharacteristics of a Proactive Person• Respond according to values• Accept responsibility for their own behavior• Focus on their Circle of Influence
Habit One : Be Proactive The Habit of Personal VisionReactive BehaviorReactive people allow outside influences (moods,feelings or circumstances) to control their responses. Stimulus Response
Habit One : Be Proactive The Habit of Personal VisionProactive BehaviorProactive people use the margin of freedom to makechoices that best apply their values. Their freedom tochoose expands as they wisely use the space betweenstimulus and response. Freedom to Choose According Response Stimulus to Values
PROACTIVE MODEL Freedom Stimulus to Response Choose Self- IndependentAwareness Will Imagination Conscience
Circle of Concern We have a wide range ofconcerns, but not all of the fall into our circlr of influence Circle of influence
CIRCLE OF INFLUENCE“Proactive people focus their efforts intheir circle of influence, causing thecircle of influence to increaseReactive people focus their effort in thecircle of concern. The negative energygenerated by that focus causes thecircle of influence to shrink”
Habit One : Be Proactive The Habit of Personal VisionThe Four Human EndowmentsSelf-Awareness – Examining thoughts, moods and behaviorsImagination – Visualizing beyond experience and present reality (work on alternatives)Conscience – Understanding right and wrong and following personal integrityIndependent Will – Acting independent of external influence
Habit Two Begin with the End in Mind The Habit of Personal LeadershipMental Creation Precedes Physical CreationTo start with a clear understanding of yourdestination.Write your MISSION STATEMENTChoose a Life Center
Habit Two Begin with the End in MindThe Habit of Personal Leadership
Habit Two Begin with the End in Mind The Habit of Personal LeadershipPrinciple-CenteredSomeone who is principle-centered bases decisions onprinciples that govern human effectiveness. Principles arethe ideal core because they allow us to seek the bestalternative through conscious choice, knowledge and values.Principle-centered people try to :Stand apart from the emotion of a situation and from otherfactors that would act on them.Make proactive choices after evaluating options.
Mission StatementA powerful document that expresses your personal sense ofPurpose and meaning in life. It acts as a governingConstitution by which you evaluate decisions and choosebehaviors.
Habit Three Put First things First The Habit of Personal ManagementImportanceAn activity is importance if you personally find itvaluable, and if it contributes to your mission values,and high-priority goals.UrgencyAn activity is urgent if you or others feel that itrequires immediate attention.
Urgent Not Urgent I II . Crisis . PreparationImportant . Pressing problems . Prevention . Deadline-driven projects, . Values clarification meetings, preparations . Planning . Relationship building . True re-creation . Empowerment III IVNot Important . Interruptions, some . Trivia, busywork phone calls . Some phone calls . Some mail, some reports . Time wasters . Some meetings . “Escape” activities . Many proximate, . Irrelevant mail pressing matters . Excessive TV . Many popular activities
Habit Three - Put First things First The Habit of Personal Management URGENT NOT URGENT Attach to Crises MissionManagement IMPORTANTDistraction s Time NOT IMPORTANT Wasters
Habit Three - Put First things First The Habit of Personal Management URGENT NOT URGENT •Preparation •Crises •PreventionIMPORTANT •Pressing problems •Values clarification •Deadline-driven •Planning Projects, meetings, •Relationship building preparations •True re-creation •Empowerment •Interruptions, someNOT IMPORTANT phone calls •Trivia, busywork •Some mails, some •Some phone calls reports •Time waster •Some meetings •“Escape” activities •Many proximate, •Irrelevant mail •Pressing matters •Excessive TV •Many popular activities
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”
The key to timemanagement is not to prioritize what’s onyour schedule but to schedule your priorities
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.
Habit Three - Put First things First The Habit of Personal ManagementPut First things First involves a six-step, QII processThat will help you act on the basis of importance.Importance, in the context of Put first things First, is definedBy 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 GoalsOrganize Weekly Exercise Integrity Evaluate
Habits One, Two & Three The first three habits help develop a deep base of character andpersonal security . Once these 3 habits become part of who you are you are then ready to begin building rich enduring highlyproductive relationships with other people and that’s where habits four, five and six come in.
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 FiveHabit Five : Seek first to understand, then to be understoodHabit Six : This is the habit of creative co-operation - SynergyThis happens when two sides in a dispute work together to come witha solution which is better than what either side initially proposed.
Habit Four – Think Win-Win The Habit of Interpersonal LeadershipSIX PARADIGMS OF HUMAN INTERACTION Win-Win Win-Lose Lose-Win Lose-Lose Win Win-Win or No-Deal
Habit Four - Think Win-Win The Habit of Interpersonal LeadershipWin-Win : People who choose to win and make sure others also win -practice win-win. People with a win-win paradigm take time to searchfor solutions that will make them happy and simultaneously satisfyothers.Characteristics•Seeks mutual benefit•Is cooperative, not competitive•Listens more, stays in communication longer, and communicates with•more courage.
Habit Four - Think Win-Win The Habit of Interpersonal LeadershipWin-Lose : People with a win-lose mindset are concerned withthemselves first and last. They want to win, and they want others tolose. They achieve success at the expense or exclusion of another’ssuccess. They are driven by comparison, competition, position, andpower.Characteristics•Is very common scripting for most people•Is the authoritarian approach.•Uses position, power, credentials, possessions, or personality to getthe “Win”.
Habit Four - Think Win-Win The Habit of Interpersonal LeadershipLose-Win : People who choose to lose and let others win show highconsideration for others, but lack the courage to express and act ontheir feelings and beliefs. They are easily intimidated and borrowstrength 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.
Habit Four - Think Win-Win The Habit of Interpersonal LeadershipLose-Lose : People who have a lose-lose paradigm are low oncourage and consideration. They envy and criticize others. Theyput 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.
Habit Four - Think Win-Win The Habit of Interpersonal LeadershipWin : People who hold a win paradigm think only of getting whatthey want. Although they don’t necessarily want others to lose,they are personally set on winning. They think independently ininterdependent 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”.
Habit Four - Think Win-Win The Habit of Interpersonal LeadershipWin-Win or No Deal : Win-Win or No Deal is the highest form ofwin-win. People who adopt this paradigm seek first for win-win. Ifthey cannot find an acceptable solution, they agree to disagreeagreeably.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”.
Habit Four – Think Win-Win The Habit of Interpersonal LeadershipFOUR DIMENSIONS OF WIN-WINIntegrity,Maturity,Abundance Mentality Character Relationships Trust, EBA Mutual Commitment Agreements Deep Understanding of Issues & Concerns Systems & Processes
Habit Four – Think Win-Win The Habit of Interpersonal Leadership1 – Win-Win Character Integrity – People of Integrity are true to their feelings, values and commitments. Maturity – Mature people express their ideas and feelings with courage and with consideration for the ideas and feelings of others.Relationships Abundance Mentality – People with an Abundance Mentality believe that there is plenty for everyone.
Habit Four – Think Win-Win The Habit of Interpersonal Leadership2 – Win-Win Relationships Demonstrate consistent actions that convince people that they have a well-earned reputation for honesty, integrity and loyalty. Their actions are consistent with their behaviour, decisions and position. Believe in the best of other people Disclose – help others understand their positions, behavior and decisions. Communicate clear expectations. Seek other ideas and listen with empathy. Are accurate, timely and honest in communication. Treat people with respect and respond to others’ needs. Focus on the positive, but provide constructive feedback on improvement areas.
Habit Four – Think Win-Win The Habit of Interpersonal Leadership3 – Win-Win Agreements Elements of Win-Win Agreements Desired Results : Clarify the end in mind, objectives and outcome. Guidelines : Specify boundaries and deadlines for accomplishing the results. Resources : List the human, financial, technical or organizational resources available for accomplishing the desired results. Accountability : Identify the standards and methods of measurement for progress and accomplishment. Consequences : Determine the result (s) of achieving or not achieving win-win.
Habit Four – Think Win-Win The Habit of Interpersonal Leadership4 – Win-Win Systems and Processes 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.
Habit 5:Seek first to understand, then to be understood
Habit Five -Seek First to Understand, Then to Be Understood The Habit of Empathic CommunicationIgnoring Making no effort to listenPretend ListeningMaking believe or giving the appearance you are listeningSelective 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.Empathic Listening Listening and responding with both the heart and mind to understand the speaker’s words, intent and feelings.
Habit 6: SynergizeSynergyThe whole is greater than the sum of its parts.Synergy takes place when two or more peopleproduce more together than the sum of whatthey could have produces separately.
Habit Six - Synergize The Habit of Creative CooperationTo Synergize is To Synergize is Not•Results-oriented, positive synergy •A brainstorming free-for-all.•Examining exploring, seeking diverse •Accepting others’ ideas as full truth.perspectives openly enough to alter orcomplete your paradigm•Cooperating •Win-lose competition.•Having a mutually agreed-upon end in mind. •Group think (giving in to peer pressure).•Worth the effort and highly effective •Always easy.•A process. •Only a negotiation technique.
Habit Six - Synergize The Habit of Creative Cooperation Synergize Third Alternative Problem or Habits 4,5, & 6 The Action SYNERGYOpportunity and Process The Result
Habit Six - Synergize The Habit of Creative Cooperation Anger Anxiety JealousyDefensiveness Fear Fixation Ego
Habit Six - Synergize The Habit of Creative CooperationThe 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 ?
Habit Six - SynergizeThe Habit of Creative Cooperation Celebrate Value Accept Tolerate
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 avictory 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.
Habit Seven - Sharpen the Saw The Habit of Renewal We can sharpen the Saw in Four Areas :Physical (Body):We build physical wellness through proper nutrition, exercise, restAnd stress management.Mental (Mind) :We increase mental capacity through, reading, writing, and thinking.
Habit Seven - Sharpen the Saw The Habit of Renewal We can sharpen the Saw in Four Areas :Spiritual (Spirit):We develop spiritually through reading inspiring literature, throughmeditating and praying and through spending time with nature.Social / Emotional (Other Relationships) :We mature socially and emotionally by making consistent, dailyDeposits in the Emotional Bank Account of our key relationships.
FOUR DIMENSIONS OF RENEWAL PHYSICAL Exercise, Nutrition, Stress Management MENTAL SOCIAL/EMOTIONALReading, Visualizing, Service, Empathy, Planning, Writing Synergy, Intrinsic Security SPIRITUAL Value Clarification & Commitment, Study & Meditation
High Lose/Win Win/WinCONSIDERATION Lose/Lose Win/Lose Low Low High COURAGE
LEVELS OF COMMUNICATION High Synergistic (Win/Win) TRUST Respectful (Compromise) Defensive (Win/Lose or Lose/Win) Low Low High COOPERATION
PARADIGM SHIFTS A BREAK FROM TOWARD TRADITIONAL WISDOM 7 HABITS PRINCIPLESHabit 1 We are a product of our environment We are a product of our choices to our and upbringing. environment and upbringing.Habit 2 Society is the source of our values. Values are self-chosen and provide foundation for decision making. Values flow out of principles.Habit 3 Reactive to the tyranny of the urgent. Actions flow from that which is Acted upon by the environment. important.Habit 4 Win-lose. Win-win. One-sided benefit. Mutual benefit.Habit 5 Fight, flight, or compromise when Communication solves problems. faced with conflict.Habit 6 Differences are threats. Differences are values and are Independence is the highest value. opportunities for synergy. Unity means sameness.Habit 7 Entropy. Continuous self-renewal and self- Burnout on one track - typically work. improvement.
BE PROACTIVE I can forgive, forget, and let go of past injustices I choose my attitude, emotions, and moods I’m the creative force of my lifeI’m aware that I’m responsible
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 1Be Proactive. Be Reactive.Proactive people take Reactive people don’t takeresponsibility for their own responsibility for their ownlives. They determine the lives. They feel victimized, aagendas they will follow product of circumstances,and choose their response their past, and otherto what happens around people. They do not see asthem. the creative force of their lives.
SEVEN HABITS OFHIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 2Begin with the End in Begin with No End in Mind.Mind. These people use These people lack personalpersonal vision, correct vision and have notprinciples, and their deep developed a deep sense ofsense of personal meaning personal meaning andto accomplish tasks in a purpose. They have notpositive and effective way. paid the price to develop aThey live life based on mission statement and thusself-chosen values and are live life based on society’sguided by their personal values instead of self-mission statement. chosen values.
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 3Put First Things First. Put Second Things First.These people exercise These people are crisisdiscipline, and they plan managers who are unableand execute according to to stay focused on high-priorities. They also “walk leverage tasks because oftheir talk” and spend their preoccupation withsignificant time in Quadrant circumstances, their past,II. or other people. They are caught up in the “thick of thin things” and are driven by the urgent.
SEVEN HABITS OFHIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 4Think Win-Win. Think Win-Lose or Lose-Win. These people have a These people have an scarcity mentality and seeabundance mentality and life as a zero-sum game.the spirit of cooperation. They have ineffectiveThey achieve effective communication skills andcommunication and high low trust levels in theirtrust levels in their Emotional Bank AccountsEmotional Bank Accounts with others, resulting in awith others, resulting in defensive mentality andrewarding relationships and adversarial feelings.greater power to influence.
SEVEN HABITS OFHIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 5Seek First to Understand, Seek First to Be Understood.Then to Be Understood. These people put forth theirThrough perceptive point of view based solelyobservation and empathic on their auto-biography andlistening, these non- motives, without attemptingjudgmental people are to understand others first.intent on learning the They blindly prescribeneeds, interests, and without first diagnosing theconcerns of others. They problem.are then able tocourageously state theirown needs and wants.
SEVEN HABITS OFHIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 6Synergize. Compromise, Fight, or Flight.Effective people know Ineffective people believethat the whole is greater the whole is less than thethan the sum of the parts. sum of the parts. They tryThey value and benefit to “clone” other people infrom differences in others, their own image. Differenceswhich results in creative in others are looked upon ascooperation and team- threats.work.
SEVEN HABITS OFHIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 7Sharpen the Saw. Wear Out the Saw.Effective people are Ineffective people fall back,involved in self-renewal lose their interest, and getand self-improvement in disordered. They lack athe physical, mental, program of self-renewalspiritual, and social- and self-improvement andemotional areas, which eventually lose the cuttingenhance all areas off their edge they once had.life and nurture the othersix habits.
SEVEN PRINCIPLES UPONWHICH 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.
SEVEN PRINCIPLES UPONWHICH THE SEVEN HABITS ARE BASED1. The principle of continuous learning, of self- reeducation - the discipline that drives us toward the values we believe in. Suchconstant learning is required in today’sworld, in light of the fact that many of us canexpect to work in up to five radically differentfields before we retire.2. The principle of service, of giving oneself to others, of helping to facilitate other people’s work.
SEVEN PRINCIPLES UPONWHICH THE SEVEN HABITS ARE BASED3. The principle of staying positive and optimistic, radiatingpositive energy - including avoiding the four emotional cancers(criticizing complaining, comparing, and competing).4. The principle of affirmation of others - treating people asproactive individuals who have great potential.5. The principle of balance - the ability to identify ourvarious roles and to spend appropriate amounts of time in, andfocus on, all the important roles and dimensions of our life.Success in one area of our life cannot compensate for neglect orfailure in other areas of our life.
SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED6. 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 tothings 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, andsocial emotional.
PYRAMID OF INFLUENCE TEACHING RELATIONSHIP EXAMPLE
FOUR UNIQUEHUMAN ENDOWMENTS1. Self-awareness2. Conscience3. Imagination4. Willpower
FOUR UNIQUE HUMAN ENDOWMENTS1. 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.
FOUR UNIQUE HUMANENDOWMENTS2. Conscience 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.
FOUR UNIQUE HUMANENDOWMENTS 3. Power of Imagination 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.
FOUR UNIQUE HUMAN ENDOWMENTS4. Willpower or Independent Will 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?”
BASIC CHARACTERISTICS OFGOOD MISSION STATEMENTS 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 OFGOOD MISSION STATEMENTS1. 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 coreprinciples that operate regardless of present realities orsituations. This changeless core will enable us to live withchanges inside other people and inside the environment. Asour consciousness grows and we mature, we will graduallystrengthen, deepen, and improve our mission statement.Nevertheless, we should always initially write our missionstatement as if it will never change - as if it were timeless.
BASIC CHARACTERISTICS OFGOOD MISSION STATEMENTS2. 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 STATEMENTS3. 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 OFGOOD MISSION STATEMENTS1. 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.
SIX LEVELS OF INITIATIVE 6 Use own judgement, not necessary to report 5 Use own judgement, report routinely 4 Use own judgement, report immediately 3 Bring recommendations 2 Ask for instructions 1 Wait for instructions
PERSONAL IMMUNE SYSTEM Time wasters Duplicity Live the Seven Habits Spend time Maintain reserve in Quadrant II capacity Interruptions Unkindness Be resilient Follow correct principles Empower and serve others Pressing Violated Control own life Communicate expectations problems Empathically Maintain high Emotional Bank Synergize with Account with self others using a Crises and others win-win approach Outside stress and pressures