Shar
pen

the S

aw

THE SEVEN HABITS PARADIGM
Interdependenc
Seek First to
Understand
e Synergize
… Then to be
Understood...
F OUR D IMENSIONS

OF

R ENEWAL

PHYSICAL

Exercise, Nutrition,
Stress Management

MENTAL

Reading, Visualizing,
Planning,...
T HE U PWARD S PIRAL
Commit

Do

Learn

Commit
Do

Learn
Do

Commit

Learn
Do
Commit
Learn

3
P ROACTIVE M ODEL
Stimulus

Freedom
to
Choose

Response

Independent
Will

SelfAwareness

Imagination

Conscience

4
High

Win/Win

Lose/Lose

Win/Lose

Low

CONSIDERATION

Lose/Win

Low

COURAGE

5

High
L EVELS

OF

C OMMUNICATION

High

Synergistic (Win/Win)

TRUST

Respectful (Compromise)

Defensive (Win/Lose or Lose/Win)...
P ARADIGM S HIFTS
A BREAK FROM
TRADITIONAL WISDOM

TOWARD
7 HABITS PRINCIPLES

Habit 1

We are a product of our environmen...
B E P ROACTIVE
I can forgive, forget, and let
go of past injustices

I choose my attitude,
emotions, and moods
I’m the cre...
9
10
11
S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 1

Be Proactive.
Proactive people...
S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 2

Begin with the End in
Mind. Th...
S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 3

Put First Things First.
These ...
S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 4

Think Win-Win.
These people ha...
S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 5

Seek First to Understand,
Then...
S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 6

Synergize.
Effective people kn...
S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE

INEFFECTIVE PEOPLE

HABIT 7

Sharpen the Saw.
Effective peo...
CIRCLE OF
INFLUENCE

19
CIRCLE OF
INFLUENCE

20
S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
The Seven Habits center on
timeless and universal principles...
S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
1.

The principle of continuous learning, of selfreeducation...
S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
3.
The principle of staying positive and
optimistic,
radiati...
S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
6.
the

The balance of spontaneity and serendipity ability t...
P YRAMID

OF I NFLUENCE

TEACHING

RELATIONSHIP

EXAMPLE

25
E FFECTIVE H ABITS

Knowledge
(what to, why to)

Skills
(how to)

HABITS

Desire
(want to)

26
CHARACTER





COMPETENCE

Integrity
Maturity
Abundance Mentality
Interdependency






Technical skills
Qualifica...
FOUR UNIQUE
HUMAN ENDOWMENTS
1. Self-awareness
2. Conscience
3. Imagination
4. Willpower

28
F OUR U NIQUE H UMAN
E NDOWMENTS
1.

Self-Awareness
We begin to become self-aware and
explore the programs we are living o...
F OUR U NIQUE H UMAN
E NDOWMENTS
2.

Conscience
Our conscience is our internal sense of
right and wrong, our “moral nature...
F OUR U NIQUE H UMAN
E NDOWMENTS
3.

Power of Imagination
We can visit the power of the mind to
create or to imagine that ...
F OUR U NIQUE H UMAN
E NDOWMENTS
4.

Willpower or Independent Will
Willpower refers to our determination,
our resoluteness...
B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
Developing a mission statement is
foundational to Habit 2, Begin wit...
B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
1. A mission statement should be timeless and
changeless. Because go...
B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
2.

A mission statement should deal with both
ends and means. Ends h...
B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
3.

A mission statement should deal with all
four of our basic needs...
B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
4. A mission statement should deal with all the
significant
roles of...
S IX L EVELS

OF I NITIATIVE
6
Use own judgement, not necessary to report
5
Use own judgement, report routinely
4
Use own ...
Not Important

Important

Urgent

I
.
.
.

Crisis
Pressing problems
Deadline-driven projects,
meetings, preparations

III
...
P ERSONAL I MMUNE S YSTEM

Time wasters

Interruptions

Spend time
in Quadrant II
Follow correct
principles

Pressing
prob...
KEEP
PRO

MISES

GIZ
APOLO

E

UNDERS
TA
OTHERS ND

CLAR
EXPECTAIFY
TIONS
TREAT OTHER
KINDLY

TO T
LOYALITY NT
E
ABS

HE

...
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7 habits of highly efficient people

  1. 1. Shar pen the S aw THE SEVEN HABITS PARADIGM Interdependenc Seek First to Understand e Synergize … Then to be Understood PUBLIC VICTORY Think Win/Win Independence Put First Things First PRIVATE VICTORY Be Proactive Begin with the End in Mind Dependence
  2. 2. F OUR D IMENSIONS OF R ENEWAL PHYSICAL Exercise, Nutrition, Stress Management MENTAL Reading, Visualizing, Planning, Writing SOCIAL/EMOTIONAL Service, Empathy, Synergy, Intrinsic Security SPIRITUAL Value Clarification & Commitment, Study & Meditation 2
  3. 3. T HE U PWARD S PIRAL Commit Do Learn Commit Do Learn Do Commit Learn Do Commit Learn 3
  4. 4. P ROACTIVE M ODEL Stimulus Freedom to Choose Response Independent Will SelfAwareness Imagination Conscience 4
  5. 5. High Win/Win Lose/Lose Win/Lose Low CONSIDERATION Lose/Win Low COURAGE 5 High
  6. 6. L EVELS OF C OMMUNICATION High Synergistic (Win/Win) TRUST Respectful (Compromise) Defensive (Win/Lose or Lose/Win) Low Low COOPERATION High 6
  7. 7. P ARADIGM S HIFTS A BREAK FROM TRADITIONAL WISDOM TOWARD 7 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. 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. Habit 4 Win-lose. One-sided benefit. Win-win. Mutual benefit. Habit 5 Fight, flight, or compromise when faced with conflict. Communication solves problems. Habit 6 Differences are threats. Independence is the highest value. Unity means sameness. Differences are values and are opportunities for synergy. Habit 7 Entropy. Continuous self-renewal and selfBurnout on one track - typically work. improvement. 7
  8. 8. B E P ROACTIVE I can forgive, forget, and let go of past injustices I choose my attitude, emotions, and moods I’m the creative force of my life I’m aware that I’m responsible 8
  9. 9. 9
  10. 10. 10
  11. 11. 11
  12. 12. S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE 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. 12
  13. 13. S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 2 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 selfchosen values. 13
  14. 14. S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 3 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 highleverage 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. 14
  15. 15. S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 4 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 LoseWin. 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, result-ing in a defensive mentality and adversarial feelings. 15
  16. 16. S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 5 Seek First to Understand, Then to Be Understood. Through perceptive observation and empathic listening, these nonjudgmental 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. 16
  17. 17. S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 6 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. 17
  18. 18. S EVEN H ABITS OF H IGHLY E FFECTIVE P EOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HABIT 7 Sharpen the Saw. Effective people are involved in self-renewal and self-improvement in the physical, mental, spiritual, and socialemotional 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 selfrenewal and selfimprovement and eventually lose the cutting edge they once had. 18
  19. 19. CIRCLE OF INFLUENCE 19
  20. 20. CIRCLE OF INFLUENCE 20
  21. 21. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED 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. 21
  22. 22. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED 1. The principle of continuous learning, of selfreeducation - 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. 22
  23. 23. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED 3. The principle of staying positive and optimistic, radiating positive energy - including avoiding the four emotional cancers (criticising complain- ing, 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 23 compensate for neglect or failure in other
  24. 24. S EVEN P RINCIPLES UPON W HICH THE S EVEN H ABITS A RE B ASED 6. the The balance of spontaneity and serendipity 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 socialemotional. 24
  25. 25. P YRAMID OF I NFLUENCE TEACHING RELATIONSHIP EXAMPLE 25
  26. 26. E FFECTIVE H ABITS Knowledge (what to, why to) Skills (how to) HABITS Desire (want to) 26
  27. 27. CHARACTER     COMPETENCE Integrity Maturity Abundance Mentality Interdependency     Technical skills Qualifications Knowledge Experience JUDGEMENT 27
  28. 28. FOUR UNIQUE HUMAN ENDOWMENTS 1. Self-awareness 2. Conscience 3. Imagination 4. Willpower 28
  29. 29. F OUR U NIQUE H UMAN E NDOWMENTS 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 pro-gramming 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. 29
  30. 30. F OUR U NIQUE H UMAN E NDOWMENTS 2. 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 behaviour. Our conscience gives us a sense of the degree to which our thoughts and actions are in harmony with our principles. 30
  31. 31. F OUR U NIQUE H UMAN E NDOWMENTS 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. 31
  32. 32. F OUR U NIQUE H UMAN E NDOWMENTS 4. 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?” 32
  33. 33. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS 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. 33
  34. 34. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS 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 34 will never it
  35. 35. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS 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.” 35
  36. 36. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS 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. 36
  37. 37. B ASIC C HARACTERISTICS OF G OOD M ISSION S TATEMENTS 4. A mission statement should deal with all the significant roles of our life, such as a parent, teacher, manager, neighbour, 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 37 where we should say no but don’t. We often lack
  38. 38. S IX L EVELS OF I NITIATIVE 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 38
  39. 39. Not Important Important Urgent I . . . Crisis Pressing problems Deadline-driven projects, meetings, preparations III . . . . . Interruptions, some phone calls Some mail, some reports Some meetings Many proximate, pressing matters Many popular activities Not Urgent II . . . . . . . Preparation Prevention Values clarification Planning Relationship building True re-creation Empowerment IV . . . . . . Trivia, busywork Some phone calls Time wasters “Escape” activities Irrelevant mail Excessive TV 39
  40. 40. P ERSONAL I MMUNE S YSTEM Time wasters Interruptions Spend time in Quadrant II Follow correct principles Pressing problems Crises Duplicity Live the Seven Habits Control own life Maintain high Emotional Bank Account with self and others Maintain reserve capacity Be resilient Unkindness Empower and serve others Communicate Empathically Synergize with others using a win-win approach Violated expectations Outside stress and pressures 40
  41. 41. KEEP PRO MISES GIZ APOLO E UNDERS TA OTHERS ND CLAR EXPECTAIFY TIONS TREAT OTHER KINDLY TO T LOYALITY NT E ABS HE E MOTIONAL B ANK A CCOUNT 41

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