The 7 Habits of Highly
Stephen R Covey
1. Be Proactive
Accept total responsibility
for your life, reframe,
and use your
2. Begin with the end in
Create the future in your
3. Put first things first
80% of results flow from
20% of highly leveraged
activities, say YES to
important and no to the
Be a leader in your own
Deadline driven projects,
2. Preparation & Planning
3 Needles interruptions
Unnecessary reports, meetings,
phone calls & mail
Other people’s minor issues
4 Trivia, Time wasters –
tel calls some mail &
email. “escape” activities
excessive TV or relaxation
4 Think win-win 6. Synergise
Mutual benefit, be cooperative.
5. Seek first to
then to be
Get rapport, listen and
understand the other first.
Repeat your understanding
of what they have said.
Always be on the look out for good ideas.
7. Sharpen the saw
Keep the body fit, exercise regularly, have a home
life and other interests.
John Kotter 8 Step Change Model
John Kotter Professor at Harvard
Step Two: Form a Powerful
Identify the true leaders.
Get emotional commitment from these key people.
Work on team building.
Check your team for weak areas.
Ensure that you have a good mix of people.
Create a Vision for Change
Review the values that are central to the change.
Captures what you "see" as the future of your
Create a strategy to execute that vision.
Ensure team knows the vision.
Practice your "vision speech" often.
Step Four: Communicate the
Talk often about your change vision.
Address peoples' concerns and anxieties.
Apply your vision to all aspects of operations
Lead by example.
Step Five: Remove Obstacles
Identify or hire change leaders.
Ensure organisational structure is in line with your
Recognize and reward people for making change
Identify people who are resisting the change, and help
them see what's needed.
Take action to quickly remove barriers (human or
Step Six: Create Short-term Wins
Look for quick wins.
Avoid early targets that are expensive.
Analyse the potential pros and cons of your targets.
Reward the people who help you meet the targets.
Step Seven: Build on the Change
After every win, analyse what went right and what
Set goals to continue building on the momentum
Ensure continuous improvement (Kaizen).
Keep ideas fresh by bringing in new change agents and
leaders for your change coalition.
Step Eight: Anchor the Changes in
Talk about progress every chance you get.
Tell success stories about the change process,
Include the change ideals and values when hiring and
training new staff.
Publicly recognize key members of your original
Create plans to replace key leaders of change.
The Five Dysfunctions of a Team
Patrick Lencioni (published 2002) _
Absence of trust
Fear of conflict
Lack of Commitment
Avoidance of Accountability
Inattention to Results
1. Absence of Trust
Need a certain comfort level in the team
Willing to be vulnerable with one another
Willing to admit their mistakes and weaknesses,
Able to ask for help
2. Fear of Conflict
Need to engage in unfiltered, passionate debate about
3. Lack of Commitment
Need to be part of the decision making process.
Commit to a clear plan of action.
4. Avoidance of Accountability
Need peer-to-peer accountability.
5. Inattention to Results
Results monitored regularly.
Avoid individual ego and recognition becoming more
important than collective team results.
More accomplished in less time.
Make higher quality decisions.
Stick to those decisions by eliminating politics and
Employees feel more job satisfaction.
Getting staff to improve performance:
1. They don’t know how.
2. They don’t know why.
3. They didn’t know they should.
4. They can’t (lack of resources).
5. Too painful (or uncomfortable).
6. No consequences.
7. “My way is best”
8. It is not what they do.
The study: 1,100 companies were examined, 180 questions each
Results: 3 factors found to highly correlated (statistically with a
chi-squared test for significance of 0.997).
What three factors were found which lead to excellence?
CEO skill, style, vision or brilliance, Brilliant product, 1st class
marketing – none of these
Strategy, a word of military origin,
refers to a plan of action designed to
achieve a particular goal
Teams do not go physically flat, they go
“The goal of transformational leadership is to transform
people and organisations in the literal sense – to change
them in mind and heart; enlarge vision, insight and
understanding; clarify purpose; make behaviour congruent
with beliefs and principles or values; and bring about
changes that are permanent, self-perpetuating and
are what we think. All that we are arises with our thoughts. With
our thoughts, we make our world.”
“If you think you can, or think you can’t you are right.”
“Man is what he believes.” Anton Chekhov
“We will not solve the problems … .from the level of thinking we were
at when we created them.” Albert Einstein
one is committed, there is
hesitancy, the chance to draw back,
always ineffectiveness. Concerning all
acts of initiative (and creation), there is
one elementary truth the ignorance of
which kills countless ideas and splendid
plans: that the moment one definitely
commits oneself, then Providence
moves too”. - Goethe
John Kotter A professor at Harvard Business
School 8 Step Change Model
The Five Dysfunctions of a Team by Patrick
Lencioni (published 2002)
Stephen R Covey The 7 Habits of Highly Effective
Alignment: Bertrand Russell, Gregory Bateson,
Robert Dilts & Todd Epstein
SWOT analysis Albert Humphrey
Thank you for your interest
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