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Fcv guidebook(7habits)-180803

This is about the 7 Habits book summarized by Jet Nakajima

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Fcv guidebook(7habits)-180803

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  3. 3. 0. Introduction In this Chapter, we will introduce the “7 Habits of highly effective people”. The Purpose of introducing this book is setting up the standards of making decision and value on life. This book is composed of 7 chapters as follows. you can learn how to succeed by learning those 7 habits. 1. BE PROACTIVE 2. BEGIN WITH THE END IN MIND 3. PUT FIRST THINGS FIRST 4. SEEK TO UNDERSTAND, THEN BE UNDERSTOOD 5. THINK “WIN/WIN” 6. SYNERGIZE 7. SHARPEN THE SAW 3 “7 Habits of highly effective people” by Stephen R. Covey Anniversary/dp/1511317299 -INTRO
  4. 4. 2. Importance Why is learning “the habits” very important? As a summary, we are the result of the habits. As long as daily routines of actions(habits) will make your character, changing habits will change your character, changing habit will change your character. It makes sense that finally habits will change your life 4 1. Benefit This book will bring the great benefit for self-improvement people. Those who wants to control their life, those who wants to grow up more, those who wants to have better relationship with precious partners. Good No Good ◯Wanting success ◯Grow-up ◯Controlling Life ◯Better Relationship ◯More joy in Life ☓Not want to grow up ☓No need of controlling life ☓No interest in better Relationship ☓Now all Happy Life 3. Goal Establishing the principles for your action and way of thinking, then you can also bring the same performance on your work, relationship, and life itself. WE WILL LIVE A PROACTIVE LIFE!! -INTRO
  5. 5. 5 INSIDE-OUT 1. THE PERSONALITY AND CHARACTER ETHICS PERSONALITY ≒ Technique(->No Useful) - lip service, getting other people like you, fake interest in the hobbies. CHARACTER ETHICS ≒ Mind(->Useful) -Integrity, humility, fidelity, temperance, courage, justice, patience 2. THE POWER OF A PARADIGM You will need to understand our own “Paradigms” and how to make a “Paradigm shift.” Paradigms: Theory, explanation , or model of something else. Paradigms Shift: Stopping the seeing the world through your own filter or lenses. See the world as a map. If your paradigm and others ones are different, you can always make misunderstanding, you can always feel uncomfortable. → Our paradigms are the sources of our our attitudes and behaviors, and ultimately our relationship. Chapter-0: Inside-Out young woman or old woman?
  6. 6. 6 3. RECOMMENDED WAY OF THINKING PRINCIPLE-CENTERED. CHARACTER-BASED, “INSIDE-OUT” approach to personal and interpersonal effectiveness. “INSIDE-OUT” means to start first with self, even more fundamentally. --->Starting with the most inside part of self PUBLIC VICTORY -Keeping promises to yourself → keeping promises to others. ex.): -Read 1 book, Helping your friends, Clean up the kitchen 4. “HABITS” DEFINED HABITS: Intersection of knowledge, skill and desire KNOWLEDGE: Theoretical paradigm-the what to do and the why SKILL : the how to do DESIRE : motivation, the want to do ex): Knowing you need to listen and knowing how to listen is NOT enough. Unless you want to listen, unless you have the desire, it won’t be a habit in life. → Creating a habit requires work in all three dimensions Chapter-0: Inside-Out
  7. 7. 7 5. MATURITY CONTINUUM WHAT IS SEVEN HABITS? In harmony with the natural laws of growth, they provide an incremental sequential, highly integrated approach to the development of personal and interpersonal effectiveness. They move us progressively on a Maturity Continuum from dependence -> independence -> interdependence ・INDEPENDENCE : paradigm of “I” - I can do it; I am responsible, I am self-reliant; I can choose ・INTERDEPENDENCE: paradigm of “WE” - We can do it; we can cooperate; we can combine our talents and abilities and creating something greater together. ・DEPENDENT PEOPLE: need to others to get what they want. <->INDEPENDENT PEOPLE can get what they want through their effort. ULTIMATE GOAL IN LIFE ☓ Dependent people ↓ △ True Independence of character ↓ ◯ Highly Interdependent Why Highly Interdependent is desired? Accomplish far more than even at one’s best, one could accomplish alone. As an interdependent person, you have the opportunity to share yourself deeply, meaningfully, with others, and you have more access to the vast resources and potential of other human beings. Chapter-0: Inside-Out
  8. 8. 8 WHAT IS “EFFECTIVENESS” SEVEN HABITS? The Seven Habits are habits of effectiveness. because they are based on principles, they bring the maximum long-term beneficial results possible. They become the basis of a person’s character, creating an empowering center of correct maps from which an individuals can effectively solve problems, maximize opportunities, and continually learn an integrate other principles in an upward spiral of growth. “P/PC Balance” P : Production ->the desired results PC : Production Capability- >the ability to asset that produces golden eggs 6. EFFECTIVENESS DEFINED Chapter-0: Inside-Out
  9. 9. 9 There was once a Countryman who possessed the most wonderful Goose you can imagine, for every day when he visited the nest, the Goose had laid a beautiful, glittering, golden egg. The Countryman took the eggs to market and soon began to get rich. But it was not long before he grew impatient with the Goose because he gave him only a single golden egg a day. He was not getting rich fast enough. Then one day, after he had finished counting his money, the idea came to him that he could get all the golden eggs at once by killing the Goose and cutting it open. But when the deed was done, not a single golden egg did he find, and his precious Goose was dead. Those who have plenty want more and so lose all they have. “P/PC Balance” P : Production = GOLDEN EGGS -> the desired results PC : Production Capability = GOOSE - >the ability to asset that produces golden eggs The Goose That Laid The Golden Eggs Chapter-0: Inside-Out
  10. 10. 10 7. THREE KINDS OF ASSETS 1. PHYSICAL a. Maintenance of your body, assets and etc.--> This needs to be sharpened up. 2. FINANCIAL a. Your own capacity to earn 3. HUMAN a. Most important of these three because this will control physical and financial assets. (P/PC assets is equally fundamental) Important to respect P/PC Balance in their use of physical assets in organizations. -> They decrease organizational effectiveness and often leave others with dying geese. Chapter-0: Inside-Out
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  12. 12. 12 Habit 1: BE PROACTIVE
  13. 13. 13 Chapter-1 Be Proactive Self-Awareness : Ability to think about your very thought process -->This enables us to stand apart and examine even the way we “see” ourselves-our self paradigm, the most fundamental paradigm of effectiveness. This affects not only our attitudes and behaviors, but also how we see other people ->Map of the basic nature of mankind Paradigm is determined by 1. GENETIC DETERMINISM a. DNA determines your characteristic. It just goes through the generations and you inherited it. 2. PSYCHIC DETERMINISM a. Your upbringing, your childhood experience essentially laid out personal tendencies and your character structure. 3. ENVIRONMENTAL DETERMINISM a. Someone or something in your environment is responsible for your situations STIMULUS RESPONSE Chapter-1: Be Proactive
  14. 14. 14 1. “PROACTIVITY” DEFINED Being responsible for our own lives. Our behavior is a function of our decisions, not our conditions ● RESPONSIBILITY: “response + ability” - > ability to choose your response STIMULUS RESPONSEFREEDOM TO CHOOSE Self -awareness Independent Will Imagination Conscience Chapter-1: Be Proactive NG: Being Reactive  Often affected by their physical environment Bad weather-> feeling bad Good: Being Proactive  Rains or shines – No difference to them
  15. 15. NG NG 15 Chapter-1: Be Proactive 2. TAKING THE INITIATIVE DEFINITION :Recognizing our responsibility to make thing happen The difference between people who exercise initiative and those who don’t is literally difference NIGHT and DAY. Not 25 to 50% differences, it will be 5,000 Plus % difference. It takes initiatives to create the P/PC Balance of effectiveness in your life REACTIVE LANGUAGE PROACTIVE LANGUAGE There’s nothing I can do That’s just the way I am He makes me so mad They won’t allow that I have to do that I can’t I must If only Let’s look at alternatives I can choose a different approach I control my own feelings I can create an effective presentation I will choose an appropriate response I choose I prefer I will That Language comes from a basic paradigm of determinism. And the whole spirit of it is the transfer of responsibility. I am not responsible, not able to choose my response Reactive Language: becoming a self-fulfilling prophecy. People become reinforced in the paradigm that they are determined, and they produce evidence to support their belief
  16. 16. 16 Chapter-1: Be Proactive 3. CIRCLE OF CONCERN/ CIRCLE OF INFLUENCE Another excellent way to become more self-aware regarding our own degree of proactivity is to look at where we focus our time and energy. CIRCLE OF CONCERN CIRCLE OF INFLUENCE CIRCLE OF CONCERN NO CONCERN Proactive Focus (POSITIVE Energy enlarges the circle of influence) CIRCLE OF INFLUENCE CIRCLE OF CONCERN CIRCLE OF INFLUENCE CIRCLE OF CONCERN Reactive Focus (NEGATIVE Energy enlarges the circle of influence)
  17. 17. 17 Chapter-1: Be Proactive 4. DIRECT, INDIRECT, AND NO CONTROLS The problems we face fall in 1 of 3 areas. 1. Direct control 1. Being solved by working on our habits. They are obviously within our Circle of Influence. -> Private Victories of Habit 1, 2 and 3. 2. Indirect control 1. Being solved by changing our methods of influence, -> Public Victories of Habit 4, 5 and 6. 3. No control 1. Involving taking the responsibility or change the line on the bottom on our face-to smile, to genuinely and peacefully accept these problems and learn to live with them. -> NG -> OK -> OK CIRCLE OF CONCERN We have in our hands the first step to the solution of all problems. Changing our habits, chaging our methods of influences and changing the way we see our no control problems are all within our Circle of Influence CIRCLE OF INFLUENCE
  18. 18. 18 Chapter-1: Be Proactive 5. THE “HAVE’S” AND THE “BE’S” One way to determine which circle our concern is in is to distinguish between the have’s and the be’s The circle of Concerns is filled with have’s: • I will be happy when I have my house paid off • If only I had a boss who wasn’t such a dictator… • If only I had a more patient husband… • If I had more obedient kids… • If I had my degree… • If I could just have more time to myself… The circle of Concerns is filled with Be’s: • I can be more patient, • I can be wise • I can be loing Anytime we think the problem is “out there,” that thought is the problem. -> Reactive and Passive The Proactive approach is to change from the “inside-out”: to be different, and by being different to effect positive change in what’s out there – I can be more resourceful, I can be more diligent, I can be more creative, I can be more cooperative.
  19. 19. 19 Chapter-1: Be Proactive 6. MAKING AND KEEPING COMMITMENTS At the very heart of our Circle of Influence : Ability to make and keep commitments and promises. CIRCLE OF CONCERN With self-awareness and conscience: -> We become conscious • of areas of weakness, • areas for improvement, • areas of talent that could be developed • areas that need to be changed or eliminated from our lives. We recognize and use our imagination and independent will • to act o that awareness • Making promises • Setting goals • Being true to them ---Building the strength of character, the being and makes possible every other positive thing in our lives ①Make a promise-and keep it. ② Set a goal and work to achieve it. CIRCLE OF INFLUENCE
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  21. 21. 21 Habit 2: BEGIN WITH THE END IN MIND
  22. 22. 22 Chapter-2 Begin with the end in mind In your mind’s eye, see yourself going to the funeral of a loved one Picture yourself driving to the the funeral parlor or chapel, parking the car, and getting out. As you walk inside the building, you notice the flowers, the soft organ music. You see the faces of friends and family you pass along the way. You feel the shared sorrow of losing, the joy of having known, that radiates from the hearts of the people there. As you walk down to the front of the room and look inside the casket, you suddenly come face to face with yourself. This is your funeral, three years from today. All these people have come to honor you, to express feeling of love and appreciation for your life. As you take a seat and wait for he services to begin, you look at the program in your hand. There are to be four speakers. The first is from your family, immediate and also extended-children, brothers, sisters, nephews, nieces, aunts, uncles, cousins and grandparents who have come from all over the country to attend. The second speaker is one of your friends, someone who can give a sense of what you were as a person. The third speaker is from your work or profession. And the fourth is from your church or some community organization where you’ve been involved in service. Chapter-2: Begin with the end in mind Think deeply 1. What would you like each of these speakers to say about you and your life. 2. What character would you like them to have seen in you? -> This will be end of your life
  23. 23. 23 Visualized expression in Funeral = your fundamental value Begin today with the image, picture, or paradigm of the end your life as your frame of reference. 1. WHAT IT MEANS TO “BEGIN WITH THE END IN MIND” Why is it important?  can be examined in the context of the whole, of what really matters most to you. ->Truly Effective with the begin with the end in mind Now End ->Today’s behavior, tomorrow’s behavior, next week’s behavior, next month’s behavior, and etc…. Chapter-2: Begin with the end in mind
  24. 24. 24 2. ALL THINGS ARE CREATED TWICE 1ST: MENTAL 2ND: PHYSICAL -->The same with the architectural perspectives. 1ST: MENTAL (Perspective) 2ND: PHYSICAL (Photo shooting) Other examples • Presentation: creating speeches • Trip: destination and best route • Landscaping: Envisioning the landscaping in your yard Where will I go? Chapter-2: Begin with the end in mind
  25. 25. 25 3. LEADERSHIP AND MANAGEMENT-THE TWO CREATIONS MANAGEMENT : Bottom line focus -> “How Can I best accomplish certain things?” LEADERSHIP: Dealing with Top line -> “What are the things I want to accomplish?” Peter Drucker and Warren Bennis: “Management is doing things right: Leadership is doing the right things.” Go!Go! Let’s check Leadership Management • Vision • Destination • Compass No Success can be gained without leadership. Efficient management without effective leadership is, as one individual has phrased it, “like straightening deck chairs on the Titanic.” > Chapter-2: Begin with the end in mind
  26. 26. 26 3. LEADERSHIP AND MANAGEMENT-THE TWO CREATIONS Always think about “What are my goals?” Chapter-2: Begin with the end in mind Clear Goals Unclear Goals What you want to do What to do What NOT to do Proactive Selection Quick Goal Achievement What you want to do What to do What NOT to do Principles for selection Is influenced by other Cannot access to goals Good! Bad! ClearBoarder UnclearBoarder
  27. 27. 27 Chapter-2: Begin with the end in mind 4. RESCRIPTING: BECOMING YOUR OWN FIRST CREATOR Proactivity is based on the unique human endowment of self- awareness. Being enable to us to expand our proactivity and to exercise personal leadership in our lives: • Imagination • Conscience Effective scrips : -Congruent with our deepest values and with the correct principles tha give our values meaning Scrips = book of autobiography
  28. 28. 28 Chapter-2: Begin with the end in mind 5. A PERSONAL MISSION STATEMENT The most effective way to begin with the end in mind is to develop a personal mission statement or philosophy or creed. • Character: what you want to be • Contributions and Achievements: what you want to do • And… what you want to be on the values or principles upon which being and doing are based. Succeed at home first Seek and merit divine help. Never compromise with honesty. Remember the people involved. Hear both sides before judging. Obtain counsel of others. Defend those who are absent. Be sincere yet decisive. Develop one new proficiency a year. Plan tomorrow’s work today. Hustle while you wait. Maintain a positive attitude. Keep a sense of humor Be orderly in person and in work Do not fear mistakes-fear only the absence of creative, constructive, and corrective responses to those mistakes. Facilitate the success of subordinates. Listen twice as much as you speak. Concentrate all abilities and efforts on the task at hand, not worrying about the next job or promotion. Examples
  29. 29. 29 Chapter-2: Begin with the end in mind Personal Mission Statement Personal Constitution = 6. AT THE CENTER In order to write a personal mission statement, we must begin at the very center of our Circle of Influence. It is here that we deal with our vision and our values. It is here that we use our endowment of self-awareness to examine our maps.
  30. 30. 30 Chapter-2: Begin with the end in mind 【Examples】 • Influencer • I always bring the influence not only to my organization but also to many other district • Burning with passion • 意外性や大胆な行動を常に取りたい • Public Person • 自分が得た教訓を他の人にもシェアしたい • Proactive Person • I always take responsibility on my life and all selections I take • Trustful Person • Word = Action Person • Fair Person on anybody • Fair on any person regardless of boss/subordinate, young/old, rich/poor, family/non-family • Action Person • I always want to value on “Quick Action” than” Careful Plan” • Rain maker • I would like to give a physical and mental value(MONEY and EXPERIENCE) to my neighbors • Healthy Person • I always Physically and mentally positive person. I will make best effort on my health life. ■Experience person NOT Thing person. I have more value on my experience: good thing when I die.
  31. 31. 31 Chapter-2: Begin with the end in mind Security • Sense of worth, identity, emotional anchorage, self-esteem, basic personal strength or lack of it Guidance • Your source of direction in life, encompassed with your map, your internal frame of reference that interprets of you what is happening out there. Wisdom • Your perspective on life, sense of balance, understanding how the various parts and principles you apply and related to each other. Power • Faculty or capacity to act, the strength and potency to accomplish something. Vital energy to to make choices and decisions. Whatever is at the center of our life will be the source of our security, guidance, wisdom, and power. CENTER SecurityPower Wisdom Guidance
  32. 32. 32 Chapter-2: Begin with the end in mind Identify your center from the following selections 6. PRINCIPLE CENTER Family Money Enemy Friend Spouse Self Church Work Possessions Pleasure PRINCIPLES The ideal, of course, is to create one clear center from which you consistently derive a high degree of security, guidance, wisdom, and power, empowering your proactivity and giving congruency and harmony to every part of your life.
  33. 33. 33 Chapter-2: Begin with the end in mind Principle centered living : • Power of self-aware, • Knowledgeable • Proactive individuals • No environmental influences that limit other people 6. PRINCIPLE CENTER Principles always have natural consequences. ->positive consequences
  34. 34. 34 Chapter-2: Begin with the end in mind 7. WRITING AND USING A PERSONAL MISSION STATEMENT As we go deeply within ourselves, as we understand and realign our basic paradigms to bring them in harmony with correct principles, we crate both an effective, empowering center and a clear lens through which we can see the world -> Our meaning comes from within How can we write the mission statement? • Deep introspection • Careful analysis • Thoughtful expression • Many rewrites -> Final Forms • Solid expression of your vision and value Think about • What really matters most to you in your life • What you really want to be and to do • Start thinking in larger terms than today and tomorrow.
  35. 35. 35 Chapter-2: Begin with the end in mind 8. Affirmation 5 Conditions for affirmation 1. Personal 2. Positive 3. Present tense 4. Visual 5. Emotional Break down into • the specific role areas of your life and go • The goals you want to accomplish LEFT BrainRIGHT Brain Logical Analytical Random Intuitive Example “It is deeply satisfying(emotional) that I(personal) respond(present tense) with wisdom, love, firmness, and self-control(positive)when my children misbehave.”
  36. 36. 36 Chapter-2: Begin with the end in mind Effective Affirmations • Should be aligned to your Personal Mission & Principles • Can be specific to roles or just be general • A good affirmation has five basic ingredients, it's: 1. Personal 2. Positive 3. Present tense 4. Visual 5. Emotional • Example: Communicating With Other. • When people come to me with problems, I consider both the content of what they say and how they are feeling before I respond. It is deeply satisfying when I am able to understand others and help them beyond their words. • Example: Getting Things Done • I like to break work into pieces and schedule sprints to get those done. Ifeel relaxed and in control when I’m making regular progress.
  37. 37. 37 Chapter-2: Begin with the end in mind My mission is to live with integrity and to make a difference in the lives of others. To fulfil this mission: I have charity: seek out and love the one-each one-regardless of his situation. I sacrifice: I devote my time, talents, and resources to my mission I inspire: I trach by example that we are all children of a loving heavenly father and that every Goliath can be overcome. I am impactful: what I do make a difference in the lives of others These role take priority in achieving my mission: Husband-my partner is the most important person in my life. Together we contribute the fruits of harmony, indiscty, charity and thrift. Father-I help my children experience progressively greater joy in their lives Son/Brother- I am frequently “there” for support and love Christian- God can coung on me to keep my covenants and to serve his other children Change Agent- I am a catalyst for developing high performance in large organizations. Scholar- I learn important new things every day.
  38. 38. 38 Chapter-2: Begin with the end in mind After you identify your various roles, then you can think about the long- term goals you want to accomplish in each of those roles Use the right brain • Imagination • Creativity • Conscience • Inspiration Results > Action Effective Goals • Focus primarily on results rather than activity • Identify where you want to be • Give important information on how to get there • Tell you when you have arrived • Give meaning and purpose to all you do • Translate into daily activities by providing a target • for proactive behavior
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  40. 40. 40 Habit 3: PUT FIRST THING FIRST
  41. 41. 41 Chapter-3 Begin with the end in mind -> Check your result later. Habit 2 is the first mental creation with • Imagination • Conscience Chapter-3: Put First Things First ■Question 1. What one thing could you do (something you aren’t doing now) that, if you did it on a regular basis, would make a tremendous positive difference in your personal life? 2. What one thing your business or professional life would bring similar results? Perspective Image
  42. 42. 42 1. THE POWER OF INDIPENT WILL Chapter-3: Put First Things First For effective self—management: ->Independent will : • the ability to make decision and choices • the ability to act rather than to be acted upon, or proactively carry out the program For effective management: ->putting first thing first • Leadership: deciding what ”first things” are • Management: put them first day-by-day 2. QUADRANT Ⅱ For definition of activity are: • Urgent : Requiring the immediate attention • Important: Doing with results Urgent matters: REACT Not Urgent matters: More Initiative & more Proactivity
  43. 43. 43 1. THE POWER OF INDIPENT WILL Chapter-3: Put First Things First Management Matrix -> Check each quadrant
  44. 44. 44 1. THE POWER OF INDIPENT WILL Chapter-3: Put First Things First Question • What one thing could you do in your personal and professional life that, if you did on a regular basis, • What one thing would you make a tremendous positive difference in your life?
  45. 45. 45 2. WHAT IT TAKES TO SAY “NO” Chapter-3: Put First Things First The only place to get time for Quadrant 2 in the beginning is from Quadrant 3 and 4. • Decide what your highest priorities • Say “No” to other things For effective time and life management  Organize and execute around balanced priorities Question If you were the fault yourself in one of three areas, which would it be? 1. The inability to prioritize 2. The inability or desire to organize around those priorities 3. The lack of discipline to execute around them, to stay with your priorities and organization
  46. 46. 46 2. THE QUADRANT Ⅱ TOOLS Chapter-3: Put First Things First The objective of Quadrant 2: • Manage our life effectively • From the center of sound principles, from a knowledge of our personal mission, with a focus on the important as well as the urgent, and within framework of maintaining a balance between increasing our “P” and “increasing PC” 6 IMPORTANT CRITERIA • COHERENCE • BALANCE • QUADRANT 2 FOCUS • A “PEOPLE” DIMENTIONS • FLEXIBILITY • PORTABILITY READ FOR DETAILS
  47. 47. 47 3. BECOMING A QUADRANT Ⅱ SELF-MANAGER Chapter-3: Put First Things First 1. IDENTIFYING ROLES: Write down your key roles Ex1.) 1. Individuals 2. Spouse/Parants 3. Manager New Products 4. Manager Research 5. Manager Staff Dev. 6. Manager Admin. 7. Chairman United way Ex2.) 1. Personnel Development 2. Spouse 3. Parent 4. Real Estate Salesperson 5. Community Service 6. Symphony Board Member
  48. 48. 48 Chapter-3: Put First Things First 2. SELECTING GOALS: Think of 1 or 2 important result you feel you should accomplish in each role during the next 7 days SPOUSE/ PARENT MANAGER NEW PRODUCTS MANAGER RESEARCH MANAGER- DEVELOPMENT MANAGER- ADMINISTRATION UNITED CHAIRMAN INDIVIDUAL- PERSONAL DEVEL. • Rough draft mission statement • Register Seminar • Visit Frank in hospital • Confirm symphony tickets • Tim’s science project • Sarah’s bike • Test market parameters • Interview ass’t. candidates • Study consumer survey • Study last test result • Work on bonding problem • Network with Ken and Peter • Review responsibilities with Janie • Visit with Samuels • End of month reports • Salary review report • Prepare agenda • P.R Visit with Conklin • Start next year’s plan
  49. 49. 49 Chapter-3: Put First Things First 3. SCHEDULING: Now you can look at the week ahead with your goals in mind and schedule time to achieve them 4. DAILY ADAPTING: With Quadrant 2 weekly organizing, daily planning becomes more a function of daily adapting, of prioritizing activities and responding to unanticipated events, relationship, and experiences in a meaningful way
  50. 50. 50 3. LIVING IT Chapter-3: Put First Things First - Principle center - Self-awareness - Conscience -  Provide high degree of intrinsic security, guidance, wisdom to empower you to use your independent will and maintain integrity to the truly important Mission Statement Roles Goals Roles Goals Plans schedule Delegate LONG-TERM ORGANIZING TIPS You cannot think about efficiency with people. • People : Effectiveness • Things: Efficiency WEEEKLY ORGANIZING
  51. 51. 51 4. ADVANCES OF THE FOURTH GENERATION Chapter-3: Put First Things First - People are more important than things 1. Principle centered 1. More than giving lip service to Quadrant 2, it creates he central paradigm that empowers you to see your time in the context of what is really important and effective 2. Conscience centered 1. It gives you the opportunity to organize your life to the best of your ability in harmony with deepest value 3. Defining your unique mission including values and long term goals 1. This gives direction and purpose to the way you spend each day 4. Helping you balance your life by identifying roles 1. And by setting goals and scheduling activities in each key role every week 5. Giving greater context through weekly organizing 1. Rising above the limiting perspective of a single day and putting your in touch with your deepest values through review of your key roles
  52. 52. 52 5. DELEGATIONS: INCREASING P AND PC Chapter-3: Put First Things First TIME : efficiency PEOPLE : effectiveness Transferring responsibility to other skilled and trained people ->enabling you to give your energies to other high leverage activities. input Output STAFF input Output MANAGER 1. DESIRED RESULTS 2. GUIDELINES 3. RESOURCES 4. ACCOUNTABILITY 5. CPMSEQUENCES  Check Pg. 182~ 183 for Detail  Check Pg. 184~ 185 for Story
  53. 53. 53 6. STEWARDSHIP DELEGATIONS Chapter-3: Put First Things First Trust : highest form of human motivation it brings out the very best in people. But it takes patience, and it doesn’t preclude the necessity to train and develop people so that their competency can rise to the level of that trust Principles for delegation With immature people : • Fewer desired result • More guidelines • Identifying more resources • Conduct more frequent accountability interviews • Apply more immediate consequences