This is a collection of reports of Doctor in Management - Public Resource Management Graduate Students from the Eastern Visayas State University-Tacloban for the class in Human Behavior in Organization (HBO) under Dr. Nila Filamor - Lusabia
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It outlines the book's key principles organized into four sections: paradigms and principles, private victory, public victory, and renewal. The first three habits focus on independence, the next three on interdependence, and the final habit is self-improvement. The principles are meant to help readers achieve effectiveness and align themselves with universal, timeless values.
The document discusses principles of personal management and proactivity. It emphasizes that we are responsible for our own lives and behaviors, and that we have the power to choose our responses rather than blaming external factors. It introduces the concept of being proactive versus reactive, and encourages focusing our efforts on things we can control and influence rather than things outside our control. The document advocates examining our own paradigms and language to determine if they are reality-based or conditioned responses, and choosing to be proactive rather than acted upon.
The document discusses strategies for prioritizing important tasks and putting first things first. It recommends (1) identifying key priorities using a "rocks, pebbles, sand" analogy, (2) planning weekly around priorities while remaining flexible to adapt daily, and (3) overcoming fear and peer pressure by stepping outside one's comfort zone to seize opportunities. The goal is organizing one's time to first accomplish what matters most.
The 7 Highly Effective Habits Foundational PrinciplesYang Ao Wei 楊翱維
The Foundational Principles behind the 7 Highly Effective Habits.
A good idea to start with this before one jumps straight into the 7 Highly Effective Habits.
This document discusses paradigms and proactive thinking. It begins by introducing Stephen Covey and his teachings on starting "inside-out" by examining one's paradigms, character, and motives. It then discusses how paradigms shape one's perceptions and can lead to paradigm shifts by seeing situations in new ways. The document advocates becoming proactive by choosing one's responses and focusing on problems within one's circle of influence rather than one's larger circle of concern over which one has less control. It encourages using "be" language focused on what one can control rather than "have" language focused on things outside one's control.
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
The document summarizes the key habits of highly effective people from Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the seven habits: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand then to be understood, 6) synergize, and 7) sharpen the saw. Each habit is described briefly, highlighting its importance for effectiveness and success. The overall message is that developing these habits can help people achieve more by focusing on priorities, understanding others, and continuous self-improvement.
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. The habits help develop character, manage self effectively, and build strong interdependent relationships.
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It outlines the book's key principles organized into four sections: paradigms and principles, private victory, public victory, and renewal. The first three habits focus on independence, the next three on interdependence, and the final habit is self-improvement. The principles are meant to help readers achieve effectiveness and align themselves with universal, timeless values.
The document discusses principles of personal management and proactivity. It emphasizes that we are responsible for our own lives and behaviors, and that we have the power to choose our responses rather than blaming external factors. It introduces the concept of being proactive versus reactive, and encourages focusing our efforts on things we can control and influence rather than things outside our control. The document advocates examining our own paradigms and language to determine if they are reality-based or conditioned responses, and choosing to be proactive rather than acted upon.
The document discusses strategies for prioritizing important tasks and putting first things first. It recommends (1) identifying key priorities using a "rocks, pebbles, sand" analogy, (2) planning weekly around priorities while remaining flexible to adapt daily, and (3) overcoming fear and peer pressure by stepping outside one's comfort zone to seize opportunities. The goal is organizing one's time to first accomplish what matters most.
The 7 Highly Effective Habits Foundational PrinciplesYang Ao Wei 楊翱維
The Foundational Principles behind the 7 Highly Effective Habits.
A good idea to start with this before one jumps straight into the 7 Highly Effective Habits.
This document discusses paradigms and proactive thinking. It begins by introducing Stephen Covey and his teachings on starting "inside-out" by examining one's paradigms, character, and motives. It then discusses how paradigms shape one's perceptions and can lead to paradigm shifts by seeing situations in new ways. The document advocates becoming proactive by choosing one's responses and focusing on problems within one's circle of influence rather than one's larger circle of concern over which one has less control. It encourages using "be" language focused on what one can control rather than "have" language focused on things outside one's control.
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
The document summarizes the key habits of highly effective people from Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the seven habits: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand then to be understood, 6) synergize, and 7) sharpen the saw. Each habit is described briefly, highlighting its importance for effectiveness and success. The overall message is that developing these habits can help people achieve more by focusing on priorities, understanding others, and continuous self-improvement.
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. The habits help develop character, manage self effectively, and build strong interdependent relationships.
The document discusses the concept of 360 degree leadership. It describes leading down by interacting with subordinates, transferring vision, and rewarding people. It describes leading up by doing what others won't, knowing when to push back or back off. It describes leading across by completing peers and letting the best ideas win. It discusses overcoming the myths of leadership by influencing people in all directions regardless of position in the hierarchy.
Stephen Covey's book "The 7 Habits of Highly Effective People" outlines seven habits that allow people to be more effective. The habits are: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand, then to be understood, 6) synergize, and 7) sharpen the saw. The book has sold over 15 million copies and teaches principles for personal and interpersonal effectiveness through developing good habits.
7 habits of highly effective people presentation by shankarShankar Naganathan
The document discusses the difference between reactive and proactive language and behaviors. It then defines two factors that determine the importance of any activity: urgency and importance. Finally, it outlines Stephen Covey's seven habits of highly effective people compared to ineffective people. The habits discussed are being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand then to be understood, synergizing, and sharpening the saw.
The 7 habits of highly effective people - Organization behaviour (ob)Aditya
This document provides an overview and summary of the book "The 7 Habits of Highly Effective People" by Stephen R. Covey. It discusses that the book has sold over 25 million copies in 38 languages and is considered one of the most influential business books. It then summarizes each of the 7 habits, which are be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw. The document emphasizes that developing good character habits is more important than personality for long term growth and success.
The document discusses the concept of "think win-win", which is about creating mutually beneficial relationships and solutions. It describes six paradigms of interaction: win-win, win-lose, lose-win, lose-lose, win, and win-win or no deal. Win-win means all parties benefit, while win-lose and lose-win involve one party benefiting at the expense of others. Lose-lose occurs when stubborn parties both lose. The document provides tips for thinking win-win, like avoiding comparing/competing and focusing on others' perspectives. Students reflect on prioritizing relationships over competition and controlling emotions to find cooperative solutions.
This document provides a summary of Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses two main philosophies on success - the Personality Ethic and the Character Ethic. The Personality Ethic attributes success to traits and skills, while the Character Ethic sees it as stemming from principles like integrity, courage and justice.
The document then summarizes each of the 7 Habits that move people through stages of dependence, independence and interdependence. Habit 1 is to be proactive by choosing your response to things rather than reacting explosively. Habit 2 is to begin with the end in mind by envisioning the person you want to become. Habit 3 is to put
The document provides tips for organizing one's life and priorities. It recommends determining priorities, spending less time on electronics and more with friends. It also suggests getting a planner, scheduling important events and adapting plans when needed. Facing fears and failures is important for growth. Handling "hard moments" with strength and resisting peer pressure can shape one for the better. Success requires discipline to put first things first and do what needs to be done, even if unpleasant.
The document outlines Stephen Covey's Seven Habits framework. It discusses the habits of effective vs ineffective people, including being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand then to be understood, synergizing, and sharpening the saw. It also covers the principles underlying the habits, such as continuous learning, service, balance, and self-renewal. The pyramid of influence and four unique human endowments of self-awareness, conscience, imagination, and willpower are summarized.
The 7 Habits of Highly Effective People outlines seven principles to improve effectiveness. Habit 1 involves being proactive by responding to situations based on values rather than reacting emotionally. Habit 2 means beginning with the end in mind by envisioning the ideal future and working backwards. Habit 3, put first things first, prioritizes important goals and tasks. Habit 4 is think win-win, seeking mutual benefit in interactions. Habit 5 is to first seek to understand others before being understood. Habit 6, synergize, creates cooperation for greater collective results. Habit 7 involves self-renewal of skills, values, physical, and mental resources. Mastering these habits can help people achieve more in their personal
Habit 1 discusses being proactive, which means taking responsibility for your own behavior and decisions rather than blaming external factors. Proactive people make conscious choices based on their values, while reactive people blame conditions and other people. The document emphasizes that we have freedom to choose our responses and that what matters most is how we respond to life's experiences. It encourages focusing on the things we can control within our circle of influence.
This document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People" in seven key points. It outlines the seven habits which are be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw. For each habit it provides the underlying principle, key paradigms, and a brief description. The document also discusses additional concepts from the book like principles, values, character, and paradigms.
The document summarizes Stephen Covey's 7 Habits framework for personal and interpersonal effectiveness. It describes each of the 7 Habits in 1-3 sentences. The habits are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. The document provides high-level overviews of the core principles and strategies associated with each habit.
The document discusses key concepts from Stephen Covey's book "The 7 Habits of Highly Effective People". It outlines several habits including being proactive, beginning with the end in mind, and putting first things first. It emphasizes the importance of having principles and values as the core of who you are in order to be effective. It also discusses the difference between a reactive and proactive mindset and focusing your efforts on things within your circle of influence.
This document summarizes key points from the book "On Becoming a Leader" by Warren Bennis. It discusses:
1) The importance of leaders in providing guidance and inspiration.
2) How current leaders often focus more on management than visionary leadership.
3) The process of becoming a true leader, which involves self-reflection, gaining perspective, developing vision and integrity.
4) Keys to leadership include passion, curiosity, and daring to take risks and shape the future rather than just reacting to current realities.
This document discusses the three domains of an ARO culture: personal accountability, mutual responsibility, and shared ownership. It defines each domain and how individuals should behave within them. Personal accountability refers to the areas an individual controls and will be evaluated on. Mutual responsibility involves areas impacted by one's work where input is shared. Shared ownership includes all aspects of the organization's mission and brand. The document provides guidance on when to engage in each domain and potential vulnerabilities like lack of clarity or competency creep. Overall it outlines an performance-focused culture based on transparency, collaboration, and clear roles.
This is a summary of 7 habits of highly effective people, with pictures charts and tools used in the book that can be very handy in imbibing the essence of the book as a whole. Though it is my personal recommendation that one must take out time to read the entire book. As this whatever available in this presentation will cover not more than a small chunk of the complete essence of the book.
No matter how well we know mathematics, we will never master the classroom before mastering both ourselves and our relationships with students. During this interactive workshop, we adapt Stephen Covey's world-renowned habits for professional effectiveness directly to our roles as teachers and to student-teacher relationships in the classroom.
In Leadership and Self-Deception, The Arbinger Institute explains how individuals can become more effective leaders by increasing self-awareness and holding themselves accountable. The authors believe that self-deception is the most common and most destructive element in many organizations. When people fail to treat others as people and instead regard them as objects, they fail to treat them with respect. People justify this behavior by creating a distorted view of reality, or a “box,” in which they can blame others. While people are “in the box,” they focus more on protecting their own self-justifications than on achieving results or encouraging others. People get “out of the box” by acknowledging their role in creating conflicts, and being “out of the box” leads to stronger leadership and improved relationships.
The document discusses habit 3 of putting first things first. It emphasizes the importance of prioritizing important tasks over urgent ones by using a planner or calendar. It also stresses developing willpower and courage to overcome fear and peer pressure to stay focused on goals. Successful people do things they may not want to do by using their willpower to complete tasks and achieve their goals.
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It outlines the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. Following each habit is a brief explanation of the principle and how to apply it to improve effectiveness. The overarching message is that developing good habits leads to an effective personal and professional life.
Seven Habits of Highly Effective PeopleTania Aslam
The document provides an overview of Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the book's introduction, structure, key principles and the seven habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. Each habit is explained in terms of its underlying principle and paradigm.
This document provides an overview and discussion notes for Stephen Covey's book "The Seven Habits of Highly Effective People". It summarizes each of the 7 habits and the principles behind them. The habits move from dependence to independence to interdependence, and focus on self-mastery, teamwork, and continuous self-improvement. The document defines key terms used in the book like paradigm, proactivity, and synergy. It also provides outlines of the content and principles discussed for each habit.
The document discusses the concept of 360 degree leadership. It describes leading down by interacting with subordinates, transferring vision, and rewarding people. It describes leading up by doing what others won't, knowing when to push back or back off. It describes leading across by completing peers and letting the best ideas win. It discusses overcoming the myths of leadership by influencing people in all directions regardless of position in the hierarchy.
Stephen Covey's book "The 7 Habits of Highly Effective People" outlines seven habits that allow people to be more effective. The habits are: 1) be proactive, 2) begin with the end in mind, 3) put first things first, 4) think win-win, 5) seek first to understand, then to be understood, 6) synergize, and 7) sharpen the saw. The book has sold over 15 million copies and teaches principles for personal and interpersonal effectiveness through developing good habits.
7 habits of highly effective people presentation by shankarShankar Naganathan
The document discusses the difference between reactive and proactive language and behaviors. It then defines two factors that determine the importance of any activity: urgency and importance. Finally, it outlines Stephen Covey's seven habits of highly effective people compared to ineffective people. The habits discussed are being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand then to be understood, synergizing, and sharpening the saw.
The 7 habits of highly effective people - Organization behaviour (ob)Aditya
This document provides an overview and summary of the book "The 7 Habits of Highly Effective People" by Stephen R. Covey. It discusses that the book has sold over 25 million copies in 38 languages and is considered one of the most influential business books. It then summarizes each of the 7 habits, which are be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw. The document emphasizes that developing good character habits is more important than personality for long term growth and success.
The document discusses the concept of "think win-win", which is about creating mutually beneficial relationships and solutions. It describes six paradigms of interaction: win-win, win-lose, lose-win, lose-lose, win, and win-win or no deal. Win-win means all parties benefit, while win-lose and lose-win involve one party benefiting at the expense of others. Lose-lose occurs when stubborn parties both lose. The document provides tips for thinking win-win, like avoiding comparing/competing and focusing on others' perspectives. Students reflect on prioritizing relationships over competition and controlling emotions to find cooperative solutions.
This document provides a summary of Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses two main philosophies on success - the Personality Ethic and the Character Ethic. The Personality Ethic attributes success to traits and skills, while the Character Ethic sees it as stemming from principles like integrity, courage and justice.
The document then summarizes each of the 7 Habits that move people through stages of dependence, independence and interdependence. Habit 1 is to be proactive by choosing your response to things rather than reacting explosively. Habit 2 is to begin with the end in mind by envisioning the person you want to become. Habit 3 is to put
The document provides tips for organizing one's life and priorities. It recommends determining priorities, spending less time on electronics and more with friends. It also suggests getting a planner, scheduling important events and adapting plans when needed. Facing fears and failures is important for growth. Handling "hard moments" with strength and resisting peer pressure can shape one for the better. Success requires discipline to put first things first and do what needs to be done, even if unpleasant.
The document outlines Stephen Covey's Seven Habits framework. It discusses the habits of effective vs ineffective people, including being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand then to be understood, synergizing, and sharpening the saw. It also covers the principles underlying the habits, such as continuous learning, service, balance, and self-renewal. The pyramid of influence and four unique human endowments of self-awareness, conscience, imagination, and willpower are summarized.
The 7 Habits of Highly Effective People outlines seven principles to improve effectiveness. Habit 1 involves being proactive by responding to situations based on values rather than reacting emotionally. Habit 2 means beginning with the end in mind by envisioning the ideal future and working backwards. Habit 3, put first things first, prioritizes important goals and tasks. Habit 4 is think win-win, seeking mutual benefit in interactions. Habit 5 is to first seek to understand others before being understood. Habit 6, synergize, creates cooperation for greater collective results. Habit 7 involves self-renewal of skills, values, physical, and mental resources. Mastering these habits can help people achieve more in their personal
Habit 1 discusses being proactive, which means taking responsibility for your own behavior and decisions rather than blaming external factors. Proactive people make conscious choices based on their values, while reactive people blame conditions and other people. The document emphasizes that we have freedom to choose our responses and that what matters most is how we respond to life's experiences. It encourages focusing on the things we can control within our circle of influence.
This document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People" in seven key points. It outlines the seven habits which are be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw. For each habit it provides the underlying principle, key paradigms, and a brief description. The document also discusses additional concepts from the book like principles, values, character, and paradigms.
The document summarizes Stephen Covey's 7 Habits framework for personal and interpersonal effectiveness. It describes each of the 7 Habits in 1-3 sentences. The habits are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. The document provides high-level overviews of the core principles and strategies associated with each habit.
The document discusses key concepts from Stephen Covey's book "The 7 Habits of Highly Effective People". It outlines several habits including being proactive, beginning with the end in mind, and putting first things first. It emphasizes the importance of having principles and values as the core of who you are in order to be effective. It also discusses the difference between a reactive and proactive mindset and focusing your efforts on things within your circle of influence.
This document summarizes key points from the book "On Becoming a Leader" by Warren Bennis. It discusses:
1) The importance of leaders in providing guidance and inspiration.
2) How current leaders often focus more on management than visionary leadership.
3) The process of becoming a true leader, which involves self-reflection, gaining perspective, developing vision and integrity.
4) Keys to leadership include passion, curiosity, and daring to take risks and shape the future rather than just reacting to current realities.
This document discusses the three domains of an ARO culture: personal accountability, mutual responsibility, and shared ownership. It defines each domain and how individuals should behave within them. Personal accountability refers to the areas an individual controls and will be evaluated on. Mutual responsibility involves areas impacted by one's work where input is shared. Shared ownership includes all aspects of the organization's mission and brand. The document provides guidance on when to engage in each domain and potential vulnerabilities like lack of clarity or competency creep. Overall it outlines an performance-focused culture based on transparency, collaboration, and clear roles.
This is a summary of 7 habits of highly effective people, with pictures charts and tools used in the book that can be very handy in imbibing the essence of the book as a whole. Though it is my personal recommendation that one must take out time to read the entire book. As this whatever available in this presentation will cover not more than a small chunk of the complete essence of the book.
No matter how well we know mathematics, we will never master the classroom before mastering both ourselves and our relationships with students. During this interactive workshop, we adapt Stephen Covey's world-renowned habits for professional effectiveness directly to our roles as teachers and to student-teacher relationships in the classroom.
In Leadership and Self-Deception, The Arbinger Institute explains how individuals can become more effective leaders by increasing self-awareness and holding themselves accountable. The authors believe that self-deception is the most common and most destructive element in many organizations. When people fail to treat others as people and instead regard them as objects, they fail to treat them with respect. People justify this behavior by creating a distorted view of reality, or a “box,” in which they can blame others. While people are “in the box,” they focus more on protecting their own self-justifications than on achieving results or encouraging others. People get “out of the box” by acknowledging their role in creating conflicts, and being “out of the box” leads to stronger leadership and improved relationships.
The document discusses habit 3 of putting first things first. It emphasizes the importance of prioritizing important tasks over urgent ones by using a planner or calendar. It also stresses developing willpower and courage to overcome fear and peer pressure to stay focused on goals. Successful people do things they may not want to do by using their willpower to complete tasks and achieve their goals.
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It outlines the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. Following each habit is a brief explanation of the principle and how to apply it to improve effectiveness. The overarching message is that developing good habits leads to an effective personal and professional life.
Seven Habits of Highly Effective PeopleTania Aslam
The document provides an overview of Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the book's introduction, structure, key principles and the seven habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. Each habit is explained in terms of its underlying principle and paradigm.
This document provides an overview and discussion notes for Stephen Covey's book "The Seven Habits of Highly Effective People". It summarizes each of the 7 habits and the principles behind them. The habits move from dependence to independence to interdependence, and focus on self-mastery, teamwork, and continuous self-improvement. The document defines key terms used in the book like paradigm, proactivity, and synergy. It also provides outlines of the content and principles discussed for each habit.
The document provides guidance on developing a personal mission statement by beginning with the end in mind. It discusses focusing one's efforts on leadership, management, and productivity by visualizing life goals and milestones. Developing a mission statement based on timeless principles helps provide direction and stability to guide daily activities and accomplishments.
7 Habits Of Highly Effective People Session 2spnolan
This document summarizes a session on Stephen Covey's book "Seven Habits of Highly Effective People" focusing on Habit 2 - Begin with the End in Mind. It discusses creating things twice mentally and physically, the importance of leadership over management, developing a personal mission statement centered around principles rather than people or things, and applying the concept of mission statements to families and organizations.
This document discusses Stephen Covey's 7 Habits of Highly Effective People. It outlines the 7 habits and provides details on the first habit of being proactive. The habits move from private victory of taking responsibility for one's life to public victory of interdependence. Developing these habits involves acquiring the discipline to put first things first through self-management and prioritizing around principles and goals.
The 7 habits of highly effective peopleUnike Pcool
This presentation summarizes Stephen Covey's book "The 7 Habits of Highly Effective People" which outlines seven principles for personal effectiveness. The habits are divided into private victory habits of self-mastery and public victory habits of interpersonal mastery. Habit 1 is to be proactive in choosing responses based on values rather than conditions. Habit 2 is to begin with the end in mind by envisioning a goal and working backwards. Habit 3 is to put first things first by prioritizing important tasks.
The document discusses principles for successful living and effective time management. It introduces the concept of being proactive rather than reactive, and beginning with the end in mind by defining a clear personal mission and priorities. The key is to focus on important goals that contribute to your mission, rather than just urgent tasks. This is known as Quadrant II time management - spending time on important but not urgent activities that have great long-term value. Prioritizing based on importance allows one to put first things first and maintain balance between short-term urgencies and long-term priorities.
The document discusses key principles for successful living and effective personal leadership. It introduces the concept of paradigms and how they shape our mental maps and perceptions. It emphasizes developing good character over just skills and behaviors. The document outlines habits like being proactive, beginning with the end in mind by creating a personal mission statement, and putting first things first through effective time management. It discusses developing independence and interdependence with others through principles like thinking win-win and maintaining high trust in relationships. The overall message is that focusing on our deep character and priorities allows us to become principle-centered leaders who can handle both short-term problems and long-term effectiveness.
This summary provides an overview of the key ideas from Stephen Covey's book "The Seven Habits of Highly Effective People":
1. Covey identifies seven habits that are shared by effective people. These habits can be learned to help one succeed. The habits involve developing character through private victories like responsibility, and public victories like interdependence with others.
2. The first habit is being proactive - taking responsibility for your own life rather than feeling like a victim of outside forces. Proactive people focus their efforts on things they can control.
3. The second habit is beginning with the end in mind. This means having a clear vision of your goals and purpose so you make choices aligned with that vision
Stephen R. Covey is renowned author and speaker known for his bestselling book "The 7 Habits of Highly Effective People". He has a B.S. from the University of Utah, an M.B.A. from Harvard University, and a doctorate from Brigham Young University. Covey has authored several influential books and received numerous honors including being named one of Time magazine's most influential Americans. His seminal work "The 7 Habits" has sold over 25 million copies worldwide and outlines principles for personal effectiveness centered around habits like being proactive, beginning with the end in mind, and putting first things first.
The 7 Habits of Highly Effective PeopleTania Aslam
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the key principles from the book, including the seven habits that help individuals develop from dependence to independence to interdependence. The seven habits are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, 6) Synergize, and 7) Sharpen the Saw. The document provides an overview of each habit and explains the underlying principles and paradigms.
The Seven Habits of Highly Effective People presents an "inside-out" approach to effectiveness centered on principles and character development. It discusses three stages of human development - dependence, independence, and interdependence - and proposes seven habits to help people become more effective by moving from dependence to independence to interdependence. The first three habits focus on self-mastery and independence, while the next three address interdependence, and the seventh habit involves continual self-renewal and improvement.
The document discusses key principles for successful living and effective leadership. It introduces the concept of paradigms and how they shape one's mental map and perceptions. The 7 Habits of Highly Effective People are then outlined as an "inside-out" approach to developing personal and interpersonal effectiveness. Habit 1 involves being proactive by utilizing your human endowments of self-awareness, imagination, conscience, and will. Habits 2-3 focus on beginning with the end in mind by creating a personal mission statement and putting first things first through effective time management. Habits 4-6 then apply these principles to interpersonal relationships by thinking win-win, seeking first to understand others, and synergistic cooperation.
The document discusses principles for successful living and effective time management. It introduces the concept of paradigms and habits. Specifically:
- It discusses the importance of developing good character and competence. It also introduces Stephen Covey's "7 Habits of Highly Effective People" which includes habits like being proactive, beginning with the end in mind, and putting first things first.
- It emphasizes developing a principle-centered approach and having a clear personal mission statement and life priorities to guide decision making.
- It provides a time management matrix to distinguish between urgent vs important tasks and help prioritize activities to focus on important but not urgent tasks.
1) The document discusses various topics related to adolescent development, including self-concept, the actual and ideal self, physical and mental development during adolescence, and challenges of late adolescence.
2) It also provides information on developing personal effectiveness through determination, self-confidence, problem-solving skills, and building on strengths and weaknesses.
3) Encouragement is discussed as an important skill for improving relationships, with advice provided on encouraging others through positive words instead of focusing on mistakes.
This document outlines seven habits from Stephen Covey's book "The 7 Habits of Highly Effective People". The habits are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First. Being proactive means controlling your environment rather than letting outside factors control you. Having the end in mind refers to envisioning the future and working backwards to achieve it. Putting first things first ties the first two habits together through prioritizing and time management.
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2. Presentor:
Wenifreda Odron – Padullo, MSLS
Jocelyn Tualla – Balagusa, MMPM
DMT – 1 Students
HABIT 1:
BE PROACTIVE
2nd Semester, Academic Year 2011-2012
3. HABIT 1: BE PROACTIVE
THE SOCIAL MIRROR
Three theories of determinism
1. Genetic determinism – basically says
your grandparents did it to you.
2. Psychic determinism – basically says
your parents did it to you.
3. Environmental determinism-basically
says your boss is doing it to you, your spouse,
your economic situation, national policies or
that bratty teenager.
4. PROACTIVITY DEFINED
- is now fairly common in
management literature, it is a word
you won’t find in most dictionaries. It
means more than merely taking
initiative. It means that as human
beings, we are responsible for our
own lives.
6. 6
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
7. Proactive People
-recognize responsibility.
-they do not blame circumstances, conditions, or
conditioning for their behavior.
-proactive if our lives are function of conditioning
and conditions.
-can carry their own weather with them. Whether
it rains or shines makes no difference to them.
8. Proactive people
-are driven by values carefully thought about,
selected and internalized values.
-are still influenced by external stimuli,
conscious or unconscious is a value-based choice or
response.
Reactive People
-making such choice we become reactive.
- are often affected by their physical
environment and affected by their social
environment.
9. Reactive People
-when people treat them well, they feel well,
when people don’t they become defensive or
proactive.
- build their emotional lives around the behavior
of others, empowering the weaknesses of other
people to control them.
-driven by feelings, by circumstances, by
conditions, by their environment.
10. Taking the Initiative
Our basic nature is to act, and not be acted.
Listening to Our Language
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 our 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
14. Direct, Indirect, and No Control
Direct Control
- problems involving our own behavior.
-problems are solved by working on our
habits. They are obviously within our circle
of Influence.
Indirect Control
-problems involving other people’s
behavior.
-problems are solved by changing our
methods of influence.
15. No control
-problems we can do nothing about,
such as our past or situational realities.
-problems involve taking the
responsibility to change the line on the
bottom on our face -to smile, to genuinely
and peacefully accept these problems and
learn to live with them, even though we
don’t like them.
16. The “HAVE’s” and The “BE’s”
The Circle of Concern is filled with the
Haves
“I’ll be happy when I have my house paid
off”
“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 my self”
17. The Circle of influence is filled with the
“be’s”
“ I can be more patient”
“Be wise”
“Be loving”
There are so many ways to work in the
Circle of Influence.
1. to be a better listener.
2. to be a more loving marriage partner
3. to be a better student.
4. to be a more cooperative and
18. The other End of the Stick
Two things to consider in our
Circle of Concern that merit
deeper thought:
1. Consequences
2. Mistakes
19. Making and Keeping Commitment
- It is here that we find two ways to put
ourselves in control our lives immediately.
-we can make a promise-and keep it. Or
-we can set a goal-and work to achieve it.
-As we make and keep commitments, even
small commitments, we begin to establish an inner
integrity that gives us the awareness of self-control
and the courage and strength to accept more of the
responsibility for our lives.
20. - The power to make and keep commitments to
our selves is the essence of developing the basic
habits of effectiveness.
-Knowledge, skill, and desire are all within our
control.
Proactivity: The Thirty-Day Text
- It is in the ordinary events of every day that we
develop the proactive capacity to handle the
extraordinary pressure of life.
-t is how we make and keep commitments, how we
handle a traffic jam, how we response to an irate
customer or a disobedient child.
- Its how we view our problems and where we focus
our energies. It’s the language we use.
23. Habit 2: Begin with the End in Mind TM
“What lies behind us and what lies before us are tiny matters
Compared to what lies within us” (Oliver Wendell Holme)
* What it means to “ Begin with the End In Mind”
^ Means to start with a clear understanding of your destination, to
know where you’re going so that you better understand where you
are now and so that the steps you take are always in the right
direction.
* All things are Created Twice
^ Based on the principle that all things are created twice. There's a
mental or first creation, and a physical or second creation to all
things.
24. Habit 2: Begin with the End in Mind TM
* By Design or Default
^ If we don’t develop our own self-awareness and become
responsible for first creations, we empower other people and
circumstances outside our Circle of Influence to shape much of
our lives by default.
* Leadership and Management, The two Creations
“Management is doing things right; leadership is doing the right
things.” Management is efficiency in climbing the ladder of
success; leadership determines whether the ladder is leaning
against the right wall.
* Rescripting: Becoming Your Own First Creator
Through imagination, we can visualize the uncreated worlds of
potential that lie within us.
25. Habit 2: Begin with the End in Mind TM
* A Personal Mission Statement
^ It focuses on what you want to be (character) and to do (contribution
and achievements) and on the values or principles upon which being
and doing are based.
* At the Center
^ Our most basic paradigms, the lens through which we see the world.
It is here that we deal with our vision and our values.
* Alternative Centers
^ Spouse Centeredness
^ Family Centeredness
^ Money Centeredness
^ Work Centeredness
^ Possession Centeredness
26. Habit 2: Begin with the End in Mind TM
^ Pleasure Centeredness
^ Friend/Enemy Centeredness
^ Church Centeredness
^ Self Centeredness
* Identifying Your Center
^ The best way to identify your own center is to look closely at your
life-support factors they are security, guidance, wisdom, and power
* A Principle Center
^ By centering our lives on correct principles, we create a solid
foundation for development of the four life-support factors.
27. Habit 2: Begin with the End in Mind TM
* Writing and Using a A Personal mission Statement
“ Ultimately, man should not ask what the meaning of his life is, but
rather must recognize that it is he who is asked. (Frankl)
* Using your Whole Brain
^ The point here is that we are capable of performing many different
kinds of thought processes and we barely tap our potential.
* Two Ways to Tap the Right Brain
^ The ability to use our creative right brain
* Expand Perspective
^ Start to think in larger term of imagination today and tomorrow
28. Habit 2: Begin with the End in Mind TM
* Visualization and Affirmation
^ The ongoing process of keeping your vision and values before
you and aligning your life to be congruent with those most
important things.
* Identifying Roles and Goals
^ Roles and goals give structure and organized direction to your
personal mission.
* Family Mission Statements
^ This mission statement becomes its constitution, the standard,
the criterion for evaluation and decision making. It gives continuity
and unity to the family as well as direction.
* Organization Mission Statement
^ One that truly reflects the deep shared vision and values of
everyone within that organization creates a great unity and
tremendous commitment.
31. Things which matter most must never be at the mercy
of things which matter least.
32. Habit 3 is the second creation, the physical creation.
It’s the fulfillment, the actualization, the natural
emergence of habit 1 and 2.
It is the exercise of the independent will toward
becoming principle-centered. It’s the day-in, day-out,
moment-by-moment doing it.
Habits 1 and 2 are absolutely essential and
prerequisite to Habit 3.
You can’t be principle-centered without first being
aware of and developing your own proactive nature.
33. You can’t become principle-centered without first
being aware of your paradigms and understanding
how to shift them and align them with principles.
You can’t become principle-centered without a vision
of and a focus on the unique contribution that is
yours to make.
By living habit 3, you can become principle-centered
and be able to practice effective self-management.
34. Management is different from leadership.
Leadership is primarily a high-powered, right brain
activity. It’s more of an art; it’s based on a
philosophy. You have to ask the ultimate questions
of life when you’re dealing with personal leadership
issues.
Once you have dealt with those issues, once you
have resolved them, you then have to manage
yourself effectively to create a life congruent with
your answers.
35. The ability to manage well doesn’t make much
difference if you’re not even in the right jungle. The
ability to manage well determines the quality and
even the existence of the second creation.
Manage from the left; lead from the right.
36. Fourth human endowment that really makes
effective self-management possible.
It is the ability to make decisions and choices and
act in accordance with them.
It is the ability to act rather than to be acted upon.
It is to proactively carry out the program we have
developed through the other three endowments.
The Power of Independent Will
38. The essence of the best thinking in the area of time
management can be captured in a single phrase:
Organize and execute around priorities.
Personal management has evolved in a pattern
where major developmental thrusts or “waves” follow
each other in succession, each adding a vital new
dimension. In the area of time management, each
generation builds on the one before it- each one
moves us toward greater control of our lives.
40. The first wave or generation could be characterized
by notes and checklists, an effort to give some
semblance of recognition and inclusiveness to the
many demands placed on our time and energy.
The second generation could be characterized by
calendars and appointment books. This wave
reflects an attempt to look ahead, to schedule events
and activities in the future.
41. The third generation reflects the current time
management field. It adds to those preceding
generations that important idea of prioritization, of
clarifying values, and of comparing the relative worth
of activities based on their relationship to those
values.
While the third generation has made a significant
contribution, people have begun to realize that
“efficient” scheduling and control of time are often
counterproductive.
42. As a result, many people have become turned off by
time management programs and planners that make
them fell too scheduled, too restricted, and they
“throw the baby out with the bath water,” reverting to
first or second generation techniques to preserve
relationships, spontaneity and quality of life.
43. But there is an emerging fourth generation that is
different in kind. It recognizes that “time
management” is a challenge not to manage time, but
to manage ourselves.
Rather than focusing on things and time, fourth
generation expectations focus on preserving and
enhancing relationships and accomplishing results.
44. Urgent Not Urgent
Important
I
Activities:
Crises
Pressing problem
Deadline-driven projects
II
Activities:
Prevention, PC Activities
Relationship building
Recognizing New Opportunities
Planning, Recreation
Not
Important
III
Activities:
Interruptions, some calls
Some mails, some reports
Some meetings
Proximate, pressing matters
Popular activities
IV
Activities:
Trivia, busy work
Some, mail
Some phone calls
Time wasters
Pleasant activities
Quadrant II
Time Management Matrix
46. The only place to get time for Quadrant II in the
beginning is from Quadrants III and IV. You can’t
ignore the urgent and important activities of
Quadrant I, although it will shrink in size as you
spend more time with prevention and preparation in
Quadrant II.
You have to be proactive to work on Quadrant II
because Quadrants I and III work on you. To say
“yes” to important Quadrant II priorities, you have to
learn to say “no” to other activities, sometimes
apparently urgent things.
47. You have to decide what your highest priorities are
and have the courage pleasantly, smilingly,
nonapologetically to say “no” to other things. And
the way you do that is by having a bigger “yes”
burning inside. The enemy of the “best” is often the
“good”
Even when the urgent is good, the good can keep
you from your best, keep you from your unique
contribution, if you let it.
48. A Quadrant II focus is a paradigm that grows out of
principle center. If you are centered on your spouse,
your money, your friends, your pleasure or any
extrinsic factor, you will keep getting thrown back
into Quadrants I and III, reacting to the outside
forces your life is centered on.
If your priorities grow out of a principle center and a
personal mission, if they are deeply planted in your
hearts and your mind, you will see Quadrant II as a
natural exciting place to invest your time.
It’s almost possible to say “no” to the popularity of
Quadrant III or to the pleasure of escape to the
Quadrant IV if you don’t have a bigger “yes” burning
inside.
49. The strength and some of the tools of each of the first
three generations will provide elemental material for
the fourth.
In addition, to become principle-centered and to
manage ourselves to do what is truly most important.
Moving into Quadrant II
51. Since Quadrant II is the heart of effective self-
management, you need a tool that moves you
into Quadrant II.
A Quadrant II organizer will need to meet six
important criteria.
52. Coherence. Coherence suggests that there is
harmony, unity, and integrity between your vision and
mission, your roles and goals, your priorities and
plans, and your desires and discipline.
Balance. Your tool should keep you to keep balance
in your life, to identify your various roles and keep
them in right and front of you, so that you don’t
neglect important areas such as your health, your
family, professional preparation, or personal
development.
53. Quadrant II Focus. You need a tool that encourage
you, motivates you actually helps you spend the time
you need in Quadrant II, so that you’re dealing with
prevention rather than prioritizing crises. The key is
not to prioritize what’s on your schedule, but to
schedule your priorities.
A “People” Dimension. You also need a tool that
deals with people, not just schedules. While you can
think in terms of efficiency in dealing with time, a
principle-centered person thinks in terms of
effectiveness in dealing with people.
54. Flexibility. Your planning tool should be your
servant, never your master. Since it has to work for
you, it should be tailored to your style, your needs,
your particular ways.
Portability. Your tool should also be portable, so that
you can carry it with you most of the time. If your
organizer is portable, you will keep it with you so that
important data is always within reach.
55. Identifying roles – the first task is to write down key
roles such as an individual, as parent, roles in work,
society you wish to invest time and energy on a regular
basis.
Selecting goals – think of one or two important results
your feel you should accomplish in each role during the
next seven days.
Scheduling – look at the week ahead with your goals in
mind and schedule time to achieve them.
Daily adapting – with weekly organizing, daily planning
becomes a function of daily adapting, of prioritizing
activities and responding to unanticipated events,
relationships and experiences in a meaningful way.
Becoming a Quadrant II Self Manager
57. Living is primarily a function of our independent will,
our self-discipline, our integrity and commitment not
to short-term goals and schedule or to the impulse of
the moment, but to the correct principles and our
own deepest values, which give meaning and
context to our goals , our schedules and our lives.
58. The popularity of reacting to the urgent but
unimportant priorities of other people in Quadrant III
or the pleasure of escaping to Quadrant IV will
threaten to over power the important Quadrant II
activities you have planned.
Your principle center, your self- awareness, and your
conscience can provide a high degree of intrinsic
security, guidance, and wisdom to empower you to
use your independent will and maintain integrity to
the truly important.
59. Because you aren’t omniscient, there will be times
when, as a principle-centered person, you will need
to subordinate your schedule to a higher value.
You simply can’t think efficiency with people. You
think effectiveness with people and efficiency with
things.
60. Its principle-centered – it creates a paradigm that empowers you to
see your time in the context of what is really important and
effective.
Conscience directed – gives you the opportunity to organizae your
life to the best of your ability in harmony with your deepest values.
It also gives you the freedom to peacefully subordinate your
schedule to higher values.
It defines your unique mission, including values and long term goals
– gives direction and purpose to the way you spend each day.
It helps you balance your life by identifying roles and by setting
goals and scheduling activities in each key role every week
It gives greater context through weekly organizing (with daily
adaptation is needed) – rising above the limiting prespective of a
single day and putting you in touch with your deepest values
through review of your key roles
Advances of the Fourth Generation
62. We accomplish all that we do through delegation
either to time or to other people.
Effectively delegating to others is perhaps the single
most powerful high-leverage activity there is.
Transferring responsibility to other skilled and trained
people enables you to give you energies to other
high leverage activities.
63. Means go for this, go for that, do this, do that, and tell
me when it’s done.
They don’t know how to set up a full delegation so
that another person is committed to achieve results.
They are focused on methods, they become
responsible for the results.
Gofer Delegation
65. Stewardship delegation is focused on results instead
of methods.
Stewardship delegation involves clear, up front
mutual understanding and commitment regarding
expectations in fives areas.
Desired Results. Create a clear mutual
understanding of what needs to accomplished,
focusing on what, not how; results, not methods.
66. Guidelines. Identify the parameters with in which the
individual should operate.
Resources. Identify the human, financial, technical,
or organizational resources the person can draw on
to accomplish the desired results.
Accountability. Set up the standards of performance
that will be used in evaluating the results and the
specific times when reporting and evaluation will
take place.
Consequences. Specify what will happen, both
good and bad, as a result of the evaluation.
67. The key to effective management of self, or of others
through delegation, is not in any technique or tool or
extrinsic factor. It is intrinsic – in the Quadrant II
paradigm that empowers you to see through the lens
of importance rather than urgency.
The Quadrant II Paradigm
68. Things which matters most must not be at the mercy
of things which matters least. (Goethe)
The successful person has the habit of doing the
things failures don’t like to do. They don’t like doing
them either necessarily. But their disliking is
subordinated to the strength of their purpose. (E.M.
Gray)
Key Thoughts
69. Presented by: GENELYN M. CALZADA, MPRM
LANIE S. TUMULAK, MPRM
HABIT 4: Think Win-Win
70. Think Win-Win is a character-based code for human
interaction and collaboration.
Win-Win is one of six total philosophies of human
interaction.
71. The 6 Paradigms of Interaction:
• Win/Win
• Win/Lose
• Lose/Win
• Lose/Lose
• Win
• Win/Win or No
Deal
72. Win/Win
- is a frame of mind and heart that
constantly seeks mutual benefit in all human
interactions.
“It’s not your way or my way; it’s a better way, a
higher way.”
Win/Lose
- is the competitive paradigm. In leadership
style, Win/Lose is the authoritarian approach.
“If I win, you lose.. I get my way; you don’t get yours.”
73. Lose/Win
- is the doormat paradigm. It has no
standards- no demands, no expectations, no
vision.
“I lose, you win.. Go ahead. Have your way
with me.”
Lose/Lose
- When people become obsessed with
making the other person lose, even at their own
expense.
“If nobody ever wins, perhaps being a loser isn’t
so bad.”
74. Win
- Focusing solely on getting what one
wants, regardless of the needs of others.
“A person with win mentality thinks in terms
of securing his own ends– and leaving others
to secure theirs.”
Win/Win or No Deal
- This means that if there’s no mutually
beneficial solution..
“We agree to disagree, agreeably.”
75. Think Win/Win depends upon the “emotional
bank account” that other hold for you.
6 Ways to make deposits:
1. Understand the individual
2. Attend to the little things
3. Keep your commitments
4. Clarifying expectations
5. Show personal integrity
6. Apologize for withdrawals
77. Character
-the foundation of Win/Win. A person or
organization that approaches conflicts with
win/win attitude possesses three vital
character traits:
1. Integrity- the value that we place on
ourselves.
2. Maturity- the ability to express one’s
own feelings and convictions balanced
with consideration for the thoughts and
feelings of others.
3. Abundance Mentality- the paradigm
that there is plenty out there for
everyone.
78. Relationships
- are the focus on Win/Win. Whatever
the orientation of the person you are dealing
with, the relationship is the key to turning the
situation around.
Agreements
- gives definition and direction to Win/Win.
Sometimes called performance agreements or
partnership agreements. The elements for
agreement: desired results, guidelines,
resources, accountability & consequences.
79. Reward System
- the key element in the Win/Win model. If
one wants to achieve the goals and reflect the
values in your mission statement, then there is a
need to align the reward system with these
goals and values.
80. Processes
-the 4 step-process to achieve Win/Win
solution:
1. See the problem from the other point of view,
in terms of needs and concerns of the other
party.
2. Identify the key issues and concerns (not
positions) involved.
3. Determine what results would make a fully
acceptable solution.
4. Identify new options to achieve those results.
81. Everyday be more kind with yourself and others
so that you may gain the benefits, which means
getting rid of “all-about-me” thinking and
develop an everyone-can-win mindset.
Make it a habit to
THINK WIN/WIN
82.
83. Habit 5:
Seek First to Understand
Presentors: Enrico B. Molon, MPRM
Joy Edilita P. Badeo, MBA
84. Seek First to Understand then to be
understood
“Most people do not listen with
the intent to understand; they
listen with the intent to reply.”
85. CHARACTER &
COMMUNICATION
Character- actual conduct, that flows naturally out
of your character. The kind of person we are.
Communication-is the most important skills in life,
how we interact with other people.
According to Communication experts estimate;
10% - by the words
30% - by the sounds
60% - by the body language
86. Many of us were filled with our own rightness,
our own autobiography.
Level of Listening
1. ignoring – not listening at all
2. pretending- as if listening ( yeah/uh/right)
3. selective – only certain parts of the conversation
4. attentive-paying attention and focusing energy on
the words
5. emphatic listening?
87. EMPHATIC LISTENING
-LISTENING WITH INTENT TO UNDERSTAND
-FULLY, DEEPLY, UNDERSTAND THAT
PERSON EMOTIONALLY, AS WELL AS
INTELLECTUALLY
-WE LISTEN FOR FEELING, FOR MEANING
-YOU LISTEN FOR BEHAVIOR
-GIVES US ACCURATE DATA TO WORK WITH
-BUT THIS CAN BE RISKY ALSO
88. Greatest insights in human
motivation
SATISFIED NEEDS DOES NOT
MOTIVATE ITS ONLY THE
UNSATISFIED NEEDS THAT
MOTIVATES.
89. DIAGNOSE BEFORE YOU
PRESCRIBED
- is a correct principle manifest in many areas of
life
-judging first a person will never fully understand
-we had to diagnose, gathering of data or facts,
understanding behavior or even assessing first
the situation.
90. 4 Autobiographical responses
1. WE EVALUATE- we either agree or disagree
2. WE PROBE-we ask questions from our own
frame of reference
3. WE ADVISE-we give counsel based on our
own experiences
4. WE INTERPRET- we try to figure out, to
explain their motives, their behavior, based on our
own motives and behavior.
91. 4 developmental stages of
empathic listening
1. MIMIC CONTENT ( least effective)
-skills taught in active or reflective listening
-often insulting to people
-causes to close up
-using no brain at all
2. REPHRASE CONTENT (little more effective)
- put his meaning into your own words
- reasoning
3. REFLECT FEELING
-not paying attention to what he sayings but feels about what he’s saying
4. COMBINATION OF REPHRASE THE CONTENT AND REFELCT THE
FEELING
-helping him work through his own thoughts and feeling
- a soul to soul flow
92. THE KEY……..
IS TO GENUINELY SEEK THE
WELFARE OF THE INDIVIDUAL, TO
LISTEN WITH EMPATHY, TO LET THE
PERSON GET TO THE PROBLEM AND
THE SOLUTION AT HIS OWN PACE
AND TIME.
93. UNDERSTANDING AND
PERCEPTION
-listening deeply to other people will discover a
difference in perception
-approaching a problem from a right brain (visual,
intuitive, holistic) or left brain ( sequential,
analytical, verbal)
-with these difference, we are now working
together
-the result into the process of WIN/WIN
94. Then seek to be understood
“Seeking to understand requires consideration, seeking to be
understood takes courage.”
GREEKS MAGNIFICIENT PHILOSOPHY (in
order)
A. ethos – personal credibility, the trust that you
inspire (your Emotional Bank Accounts) your
character
B. pathos – the emphatic side, it’s the feeling (
your relationship)
C. logos – the logic, the correct reasoning (logical
presentation)
95. HABIT 5
LIFTS AS TO GREATER
ACCURACY, GREATER
INTEGRITY, IN OUR
PRESENTATION THAT WILL
BENEFITS EVERYONE.
96. ONE ON ONE
SEEK FIRST TO UNDERSTAND
-something that’s within our control
-as we focus on our “Circle of Influence” we deeply
understand other people
With accurate information to work
Get the heart quickly
Build the EBA
Give people the psychological air
SO WE CAN WORK TOGERTHER!
97. INSIDE-OUT APPROACH
-LISTENING THAT WE BECOME
INFLUENCEABLE
-THE MORE DEEPLY WE UNDERSTAND
OTHER PEOPLE, THE MORE WE WILL
APPRECIATE THEM, THE MORE
REVERENT WE WILL FEEL ABOUT THEM. (
to touch the soul by another human being)
98. HABIT 5 IS SOMETHING WE CAN
PRACTICE IT NOW
-WHEN WE COMMUNICATE WITH ANYONE,
WE CAN PUT ASIDE OUR AUTOBIOGRAPHY
AND GENUINELY SEEK TO UNDERTAND
In cases were the person does not want to
share/or open up his problems BE EMPHATIC….
DON’T PUSH
BE PATIENT
BE RESPECTFUL
99. This is the time to spend one
on one to the person who give
meaning to our life……..
Thanks……..
101. HABIT 6 SYNERGIZE
= highest activity of all habits.
= all habits put together.
= essence of principle-
centered leadership.
= essence of principle-
centered parenting.
= catalyzes, unifies & unleashes
the greatest powers within
people.
102. “ Sir Winston Churchill”
= all His life had prepared Him for
this hour.
( war effort in great Britain)
= similar to the exercise to all of
other habits prepares us for
habit of SYNERGY…
103. **whole is greater than the sum of its
parts.
** relationship w/c the parts have to
each other is a part in and of itself.
= it is only a part, but the most
catalytic, the most empowering,
the most unifying and the most
exciting part.
104. Principle of Active Cooperation
= leaving the comfort zone &
confront NEW and unknown
wilderness, you become a
pathfinder.
= offer new possibilities, new
territories, new continents, so that
others can follow.
105. SYNERGY
= everywhere in nature.
e.g.
wood together hold more than
that the total of weight held by
each separately.
= the whole is greater than the
sum of its parts
1+1= 3 or more
106. The essence of synergy:
1. To value differences
= to respect them, to
build on strengths.
2. to compensate for
weaknesses.
108. ** you’re not sure how things will
work out or what that end will look
like, BUT
= you do have an individual
sense of excitement & security
& adventure: believing that it will
be significantly better than it
was before & it is the end that
you have in mind.
109. Some, esp. our family is defensive &
protective
“ other people can’t be trusted”
= you can never really open habit 6.
= it will cause great tragedies &
waste in life, so much potential
remains untapped.
= ineffective people live day after
day with unused potential.
110. Examples of experiencing
synergy:
A. Synergy in a classroom
= during brainstorming;
intellectual networking.
= synergy is almost as if a
group of collectively agrees to
subordinate old scripts and to
write a new one.
111. e.g. sharing personal experiences
** experiencing synergy was more
powerful than talking about it.
** producing something new was
more meaningful than simply
reading something old.
112. As Carl Rogers taught:
“ that which is more important is
most general”
= the more authentic you become,
the more genuine in your
expression, particularly regarding
personal experiences & even self
doubts.
113. B. Synergy in business
e.g.
1. start with observing the nature in
mountaintop then brainstorming
followed.
2. discussion catalyst in larger
insurance company
114. “ We seek not to imitate the masters
rather we seek what they sought”
= we seek not to imitate fast
creative synergestic experiences,
rather we seek new ones around
new and different & sometimes
higher purposes.
115. “ Sameness is NOT oneness,
uniformity is not unity or oneness,
complementariness is not
sameness.”
= Sameness is uncreative & boring.
The essence of synergy is to value
the differences.
117. Key to value differences:
= realize that all people see the
world, not as it is, but as they
are.
118. Like supervisor “ supervision”
Person who is truly effective:
Has the humility & reverence; to
recognize his own perceptual
limitations in & appreciate the rich
resources available through
interactions w/n the hearts & minds
of other human beings.
119. Differences adds knowledge
When left to our own experiences :
constantly suffer from shortage of
data.
Importance of valuing differences
quoted in fable called “The animal
school”
- Dr. R.H. Reeves
120. Force field analysis
= powerful in dealing with negative
forces.
= any current level of performance or
being as a state of equilibrium
between the driving forces
(positive, reasonable, logical,
conscious & economic)that
encourage upward movement, & the
restraining forces that discourage
121. Habits that they have developed in
family, by work or other demands
on parent’s time & energies may
bring results for a while but, if
restraining forces arise it
increasingly get harder.
122. But if synergy is introduced:
Work directly to restraining forces
involve people in the problem,
immerse, so that they soak it in &
they end to become part of the
solution
new goals & whole enterprise moves
upward (empowered by new fresh
thinking, by new creative alternatives
123. “ Court as last but not first resort”
NATURE (ecology) is synergestic
= it’s the relationship that create
powers that are maximized, just as
seven habits.
124. “ The more genuine the
involvement, the more sincere and
sustained the participation in
analyzing & solving problems, the
greater the release of everyone’s
creativity & of their commitment to
what they create”
- Japanese approach
125. SYNERGY
= crowning achievement of all
previous habits.
( teamwork, team building,
development of unity &
creativity w/ other human
beings)
126. You don’t have to take insults
personally.
You can side step negative
energy.
You can look for the good in others
& utilize that good, as different as
it may be, to improve your point
of view and to enlarge your
perspective.
129. Habit 7 “Sharpen the Saw”
Habit 7 is personal PC
(Power Capacity) It’s
preserving and enhancing the
greatest asset you have –
you!
It’s renewing the four
dimensions of your nature-
physical, spiritual, mental and
social/emotional.
130. Sometimes when I consider what tremendous
Consequences come from little things . . .
I am tempted to think . . .
There are no little things.
Bruce Barton
Principles of Balanced Self-Renewal
131. It is taking time to sharpen the saw.
It surrounds the other habits on the Seven Habits
paradigm because it is the habit that makes all
the others possible.
Habit 7
132. Four Dimensions of Renewal
PHYSICAL
Exercise,
Nutrition, Stress
Management
MENTAL
Reading,
Visualizing,
Planning, Writing
SOCIAL/EMOTIONAL
Service, Empathy,
Synergy, Intrinsic
Security
SPIRITUAL
Value Clarification
& Commitment,
Study & Meditation
133. Basically means expressing all four motivations.
It means exercising all four dimensions of our
nature, regularly and consistently in wise and
balanced way.
Sharpen the saw
134. Herb Shepherds – describes the healthy
balanced life around four values: perspective
(spiritual), autonomy (mental), connectedness
(social), and tone (physical).
George Sheehan – describes four roles being: a
good animal(physical), a good craftsman
(mental), a good friend (social) and a saint
(spiritual).
Sound motivation and organization theory
embrace these four dimensions or motivations –
the economic (physical); how people are treated
(social); how people are developed and used
(mental); and the service, the job, the contribution
the organization gives (spiritual).
Philosophies on the Four Dimensions
135. Involves caring effectively for our physical body –
eating the right kinds of foods, getting sufficient
rest and relaxation, and exercising on a regular
basis.
A good exercise program is one that you can do
in your own home and one that will build your
body in three areas: endurance, flexibility and
strength.
The Physical Dimension
136. Endurance comes from aerobic exercise, from
cardio vascular efficiency – the ability of your
heart to pump blood through body.
Flexibility – comes from stretching. Most experts
recommend warming up before and cooling
down/stretching after aerobic exercise. Before, it
loosens and warm the muscles to prepare for
more vigorous exercise. After, it helps to dissipate
the lactic acid so that your don’t feel sore and
stiff.
The Physical Dimension
137. Strength comes form muscle resistance
exercise- like simple calisthenics, push ups, pull
ups, and sit-ups and from working with weights.
The essence of renewing the physical dimension
is to sharpen the saw, to exercise our bodies on a
regular basis in a way that will preserve and
enhance our capacity to work and adapt and
enjoy.
The Physical Dimension
138. And we need to be wise in developing an
exercise program. There’s a tendency, especially
if you haven’t exercising at all to overdo it. And
that can create unnecessary pain, injury, and
even permanent damage. It’s best to start slowly.
Any exercise program should be in harmony with
the latest research findings, with your doctor’s
recommendations and with your self-awareness.
The Physical Dimension
139. The spiritual dimension is the core, the center, the
commitment to the value system. It’s a very private
area of life and a supremely important one. It draws
upon the sources that inspire and uplift the individual
to the timeless truths of all humanity.
Immersion in great literature or great music can
provide a similar renewal of the spirit for some. There
are others who find it in the blessing on those who
immerse themselves in it. When were able to leave
the noise and the discord of the city and give up
ourselves to the harmony and rhythm of nature, one
come’s back renewed.
For a time, you’re undisturbable, almost unflappable,
until gradually the noise and the discord from outside
start to invade that sense of inner peace.
The Spiritual Dimension
140. Education – continuing education, continually honing
and expanding the mind – is vital mental renewal.
This involves the external discipline of the classroom
or systematized study programs; more often it does
not.
Proactive people can figure out many, many ways to
educate themselves.
It is extremely valuable to train the mind to stand
apart and examine its own program.
The definition of liberal education – the ability to
examine the programs of life against larger questions
and purposes and other paradigms. Training without
such education, narrows and closes the mind so that
the assumptions underlying the training are never
examined.
The Mental Dimension
141. Some day, in the years to come you will be
wrestling with the great temptation, or trembling
under the great sorrow of your life. But the real
struggle is here, now . . . Now it is being decided
whether, in the day of your supreme sorrow or
temptation, you shall miserably fail or gloriously
conquer. Character cannot be made except by a
steady, long continued process.
PHILLIPS BROOKS
The Mental Dimension
142. The social/emotional dimensions of our lives are
tied together because of our emotional life, but
not exclusively, developed out of and manifested
in our relationship with others.
Renewing our social/emotional dimensions does
not take time in the sense that renewing the other
dimensions does.
The Social/Emotional
Dimensions
143. This is the true joy in life – that being used for a
purpose recognized by yourself as mighty one.
That being a force of nature, instead of feverish,
selfish little clod of ailments and grievances
happy. I am of the opinion that my life belongs to
the whole community and as long as I live is my
privilege to do for it whatever I can. I want to be
thoroughly used up when I die. For the harder I
work the more I live. I rejoice in life for its own
sake. Life is no brief candle to me. It’s a sort of
splendid torch which I’ve got to hold up for the
moment and I want to make it burn as brightly as
possible before handling it onto future