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7 habits-complete

This document discusses the key habits of highly effective people and principles of personal leadership. It introduces the seven habits paradigm, which includes habits like being proactive, beginning with the end in mind, and putting first things first. These habits help people develop character, gain personal security, and manage their time effectively. The document also discusses principles for building strong interpersonal relationships, like understanding others, keeping commitments, and apologizing sincerely. Mastering the first three habits of character development lays the groundwork for highly productive relationships focused on interdependence.

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TThhee KKeeyy FFoorr SSuucccceessssffuull LLiivviinngg
TThhee 77 HHaabbiittss ooff HHiigghhllyy EEffffeeccttiivvee PPeeooppllee • There is no real excellence in all this world which can be separated from right living
• Common deep personal & professional problems: – How to reach the career goals set without losing personal and family life? – How can I keep a promise I make to myself? – How can a manager train his employees to be independent and responsible if it happened once that this manager was home sick for a day? – How can one really congratulate a friend enthusiastically for achieving some degree of success and recognition without eating his heart out? – There’s so much to do and there’s never enough time. How can I manage my life effectively?
The Key for Successful Living Personality Ethic Character Ethic Focus on attitude and behavior  minor change To change the situation first we have to change ourselves and our perceptions  significant, quantum change Works in short term situation (symptomatic treatment) Has personal worth in the long term relationship Social band aids that treats only acute problems temporarily Treats the underlying chronic problem
The Key for Successful Living • Primary and secondary greatness – Quit lacking at the leaves of attitude and behavior (secondary greatness) – Get to work on the root, the character (primary greatness) from which these attitude and behavior flow.
The Power of a Paradigm • A paradigm is : – A frame of reference, a model – A perception, assumption – The way we perceive, understand & accordingly interpret and judge things. A mental map.
• Two people can see the same thing, disagree and yet both be right. • The more we examine the way we see things, the more we can test them against reality. • Listen to others and be open to their perception, to get a far more objective view.
Being Is Seeing Be  See  Think  Feel  Behave • We cannot change our seeing without changing our being • If you want to have…. Be…. • The seven habits paradigm: – An “inside-out” approach to personal and interpersonal effectiveness
Can we create a HABIT? • We are what we repeatedly do • Excellence, then, is not an act, but a habit • Habits are learned and unlearned • We are not the habits, hence we can change them
Effectiveness is defined as p/pc balance • p= production = what is produced, the desired results produced • pc = production capacity = producing asset. Maintaining, preserving and enhancing the resources that produces the desired results • Maintain the p/pc balance: – Balance short term with long term – Take time to invest in a relationship – Win the customer more than the call
Interdependence PUBLIC VICTORY Independence 1 Be proactive PRIVATE VICTORY Dependence The Seven Habits Paradigm
Principles of Personal Leadership • Move yourself from dependence to independence, the foundation for effective interdependence • Achieve private victory, the foundation for public VICTORY • Achieve self mastery through self awareness, self confidence and self control.
Principles of Personal Leadership • Prepare yourself for interpersonal leadership • Build a changeless inner core, from which your attitude and behavior flow • Build the principle center that gives you the wisdom and power to adapt to change and to take advantage of the opportunities that change creates.
The Maturity Continuum
Character & Personality Although image, techniques and skills can influence your outward success, the weight of real effectiveness lies in good character.
Character & Competence Character A person with high character exhibits integrity, maturity and an Abundance Mentality. Competence A person with high competence has knowledge and ability in a given area. As people balance these two elements, they build their personal trustworthiness and their trust with others.
Character & Competence Character Competence
CHARACTER  Integrity  Maturity  Abundance Mentality  Interdependency COMPETENCE  Technical skills  Qualifications  Knowledge  Experience JJUUDDGGEEMMEENNTT
EEMMOOTTIIOONNAALL BBAANNKK AACCCCOOUUNNTT KEEP PROMISES APOLOGIZE CLARIFY EXPECTATIONS TREAT OTHER KINDLY UNDERSTAND OTHERS LOYALITY TO THE ABSENT
CIRCLE OF INFLUENCE
CIRCLE OF INFLUENCE
Habit 1 BE PROACTIVE 1 Be proactive
Three theories of determinism affecting our response to a certain stimulus • Genetic determinism (DNA) • Psychic determinism (childhood experience) • Environmental determinism (boss, spouse, economic situation, notational policies)
Habit One : Be Proactive The Habit of Personal Vision The Four Human Endowments: Self-Awareness – Examining thoughts, moods and behaviors Imagination – Visualizing beyond experience and present reality (work on alternatives) Conscience – Understanding right and wrong and following personal integrity Independent Will – Acting independent of external influence
PROACTIVE MODEL Freedom To Stimulus Choose Response Self- Awareness Independent Imagination Conscience Will HHaappppiinneessss iiss lliikkee uunnhhaappppiinneessss,, aa pprrooaaccttiivvee cchhooiiccee
PROACTIVE MODEL • Responsibility = “Response-ability” • Proactive people: – Behavior in the product of one’s decision based on values – Personal leaders – Take the initiative and are solutions to problems – Successfully handle direct, indirect and no control problems
PROACTIVE MODEL • Reactive people: – Behavior is the product of one’s condition based on feelings – Unhappy people who feel victimized and immobilized, who focus on the weaknesses of other people – Blame other people and circumstances they feel are responsible for their own stagnant situation.
Reactive Language Proactive Language There's noting I can do Let’s look at our alternations That’s just the way I am I can choose a different approach He makes me so mad I control my own feelings They won’t allow that I can create an effective presentation I have to do that I will choose an appropriate response I can’t I choose I must I prefer If only I will
No Concern Circle of Concern
Circle of Concern Circle of Influence
Circle of Circle of Influence Concern Circle of Circle of Influence Concern REACTIVE FOCUS (Negative energy reduces the Circles of Influences) PROACTIVE FOCUS (Positive energy enlarges the Circles of Influences)
Habit 2 BEGIN WITH THE END IN MIND 1 Be proactive 2 Begin with the End in Mind
• Start with a clear understanding of your destination • Picture deeply what kind of husbands, wife, father or mother would you like to be? • What kind of son or daughter or cousin? • What kind of friend? • What kind of working associate?
Assumptions • Assume at your funeral, how would family, colleague, friend, church, etc talk about you • Assume today’s the last day in your life • Assume: • Body - Had a heart attack; Mind – Life of your profession is 2 years; Heart – Other person is clairvoyant; Spirit – You met with the Almighty
Habit Two Begin with the End in Mind The Habit of Personal Leadership Mental Creation Precedes Physical Creation To start with a clear understanding of your destination. Write your MISSION STATEMENT Choose a Life Center
• Create a personal mission statements = a personal constitution, a frame of reference • Align your daily behavior with your life objectives • Business = “busy-ness” • Climbing the ladder of success: effectiveness vs. efficiency
Circle of Concern Circle of Influence • Our deepest center: – Work – Family – Spouse/Husband – Friend – Religion – Self – Pleasure – Possessions – Money – Enemy
Power Security CENTER Wisdom Guidance
Our four life-supporting ffaaccttoorrss ddeerriivvee ffrroomm tthhee vveerryy cceenntteerr ooff oouurr cciirrccllee ooff iinnfflluueennccee • SSEECCUURRIITTYY: Sense of worth, self esteem & personal strength • GGUUIIDDAANNCCEE: Source of direction in life • WWIISSDDOOMM: Perspective on life • PPOOWWEERR: Decision making ability
• A principle center: – Creating a solid changeless core, from which flow the four life-support factors. – Correct principles do not change – a principle-centered person stands apart from the emotion of the situation and evaluates the options.
• A principle center: – You won’t be acted upon by other people or circumstances – See change as an exciting adventure and opportunity to make significant contributions.
Habit Two Begin with the End in Mind The Habit of Personal Leadership
Habit Two Begin with the End in Mind The Habit of Personal Leadership Principle-Centered Someone who is principle-centered bases decisions on principles that govern human effectiveness. Principles are the ideal core because they allow us to seek the best alternative through conscious choice, knowledge and values. Principle-centered people try to : Stand apart from the emotion of a situation and from other factors that would act on them. Make proactive choices after evaluating options.
Habit Two Begin with the End in Mind The Habit of Personal Leadership Mission Statement A powerful document that expresses your personal sense of Purpose and meaning in life. It acts as a governing Constitution by which you evaluate decisions and choose behaviors.
Define Leadership & Management Leadership deals with Direction (Doing the right things) Management deals with Speed, Co-ordination, Logistics in moving in that direction (Doing the things RIGHT)
Habit 3 PUT FIRST THINGS FIRST 1 Be proactive 3 Put First Things First Things which matter most must never be a the mercy of things which matter least.
Mission Statement Roles Goals LLOONNGG--TTEERRMM OORRGGAANNIIZZIINNGG Roles Goals Plans Schedule Delegate WWEEEEKKLLYY OORRGGAANNIIZZIINNGG
Two Factors to Define Any Activity • Urgency - An activity is urgent if you or others feel that it requires immediate attention. • Importance - An activity is importance if you personally find it valuable, and if it contributes to your mission values, and high-priority goals.
Time management matrix II -- PPrrooccrraassttiinnaattoorr Urgent Important 22--PPrriioorriittiizzeerr Not Urgent Important IIIIII –– ‘‘YYeess MMaann’’ Urgent Not Important IIVV -- SSllaacckkeerr Not Urgent Not Important
TThhee TTiimmee MMaannaaggeemmeenntt MMaattrriixx II Urgent & Important Activities Results • Crises • Pressing problems • Deadline-driven projects • Stress • Burnout • Putting out fires
TThhee TTiimmee MMaannaaggeemmeenntt MMaattrriixx IIII Not urgent but Important Activities Results • Prevention, PC activities • Relationships building • Recognizing new opportunities • Planning recreation • Vision • Balance • Discipline • Control • Few crises
The Time Management Matrix IIIIII Urgent but Not Important Activities Results • Interruptions, some calls • Some mail, some reports • Some meetings • Proximate, pressing matters • Popular activities • Short-term focus • Crisis management • Feel victimized, out of control • Broken relationships
The Time Management Matrix IIVV Not Urgent & Not Important Activities Results • Trivia, busy work • Some mail • Some phone calls • Time wasters • Pleasant activities • Dependent on others • Total irresponsibility • Fired from jobs
UUrrggeenntt NNoott UUrrggeenntt II IIII . Crisis . Pressing problems . Deadline-driven projects, meetings, preparations . Preparation . Prevention . Values clarification . Planning . Relationship building . True re-creation . Empowerment IIIIII IIVV . Interruptions, some phone calls . Some mail, some reports . Some meetings . Many proximate, pressing matters . Many popular activities . Trivia, busywork . Some phone calls . Time wasters . “Escape” activities . Irrelevant mail . Excessive TV NNoott IImmppoorrttaanntt IImmppoorrttaanntt
Habit Three - Put First things First The Habit of Personal URGENTManagement IMPORTANT NOT URGENT NOT IMPORTANT Crises Management Attach to Mission Distraction s Time Wasters
Habit Three - Put First things First The Habit of Personal Management “Effective people have genuine Quadrant 1 crises and emergencies that require their immediate attention, but the number is comparatively small. They keep P and PC in balance by focusing on the important, but not urgent, activities of Quadrant II”
Habit Three - Put First things First The Habit of Personal Management Things which matter most must never be at the mercy of things which matter least. The Key is not to prioritize your schedule but to schedule your priorities.
Habit Three - Put First things First The Habit of Personal Management Put First things First involves a six-step, QII process That will help you act on the basis of importance. Importance, in the context of Put first things First, is defined By your mission statement and confirmed by your conscience. The six steps can be used in weekly planning or as often as needed. Connect to Mission Review Roles Identify Goals Organize Weekly Exercise Integrity Evaluate
Public Victory There can be no friendship without confidence, and no confidence without PUBLIC VICTORY 1 integrity. Be proactive 3 Put First Things First
PRINCIPLES OF INTERPRSONAL LEADERSHIP • The p/pc balance in an interdependent reality • The emotional bank account – The amount of trust built up in a relationship – The feeling of safeness that makes communication easy, instant and effective
PRINCIPLES OF INTERPRSONAL LEADERSHIP • SSiixx mmaajjoorr ddeeppoossiittss – Understanding the individual • Uncover the person’s deep interest or needs • Treat them all the same by treating them differently – Attending to the little things • Kindness and courtesies are the big things
PRINCIPLES OF INTERPRSONAL LEADERSHIP • SSiixx mmaajjoorr ddeeppoossiittss – Keeping commitments • Keep a promise you have made or explain the situation and ask to be released from it. – Clarifying expectations • Conflicts arise form ambiguous expectations about roles and goals
PRINCIPLES OF INTERPRSONAL LEADERSHIP • SSiixx mmaajjoorr ddeeppoossiittss – Showing personal integrity • Goes beyond honesty • Build the trust of those who are present by being loyal to those who are not present – Apologizing sincerely when you make a withdrawal • It is the weak who are cruel, gentleness can only be expected from the strong
P problems are PC opportunities • Problems create the opportunity to build a deep relationship – the emotional bank account that empowers us to work together as a strong complementary team.
Habits One, Two & Three The first three habits help develop a deep base of character and personal security . Once these 3 habits become part of who you are you are then ready to begin building rich enduring highly productive relationships with other people and that’s where habits four, five and six come in.
Habits Four, Five & Six These are the habits that lead to interdependent relationships. Habit Four : Think Win-win The attitude of seeking solutions, so that every one can win. Do this by communicating. This is done by Habit Five Habit Five : Seek first to understand, then to be understood Habit Six : This is the habit of creative co-operation - Synergy This happens when two sides in a dispute work together to come with a solution which is better than what either side initially proposed.
Habit 4 THINK WIN WIN We have committed the Golden Rule to memory; let us now commit it to life” 1 Be proactive Think Win/Win 4 3 Put First Things First
Six Paradigms of human interactions: • Win/win • Win/lose • Lose/win • Lose/Lose • Win • Win/win or no deal
Win/Win • Seeks for mutual benefit • All parties feel good about the decision and feel committed to the action plan • Sees life as cooperative, not competitive • There’s plenty for everybody • Believes in the third alternative • Listens more, stays in communication longer, and communicates with more courage.
Habit Four - Think Win-Win The Habit of Interpersonal Leadership Win-Lose : People with a win-lose mindset are concerned with themselves first and last. They want to win, and they want others to lose. They achieve success at the expense or exclusion of another’s success. They are driven by comparison, competition, position, and power. Characteristics •Is very common scripting for most people •Is the authoritarian approach. •Uses position, power, credentials, possessions, or personality to get the “Win”.
Habit Four - Think Win-Win The Habit of Interpersonal Leadership Lose-Win : People who choose to lose and let others win show high consideration for others, but lack the courage to express and act on their feelings and beliefs. They are easily intimidated and borrow strength from acceptance and popularity. Characteristics •Voices no standards, no demands, no expectations of anyone else. •Is quick to please or appease. •Buries a lot of feelings.
Habit Four - Think Win-Win The Habit of Interpersonal Leadership Lose-Lose : People who have a lose-lose paradigm are low on courage and consideration. They envy and criticize others. They put themselves and others down. Characteristics •Is the mindset of a highly dependent person. •Is the same as a “no win” because nobody benefits. •Is a long-term result of a win-lose, lose-win, or win.
Habit Four - Think Win-Win The Habit of Interpersonal Leadership Win : People who hold a win paradigm think only of getting what they want. Although they don’t necessarily want others to lose, they are personally set on winning. They think independently in interdependent situations, without sensitivity or awareness of others. Characteristics •Is self-centered. •Thinks “me first”. •Doesn’t really care if the other person wins or loses. •Has a Scarcity Mentality”.
Habit Four - Think Win-Win The Habit of Interpersonal Leadership Win-Win or No Deal : Win-Win or No Deal is the highest form of win-win. People who adopt this paradigm seek first for win-win. If they cannot find an acceptable solution, they agree to disagree agreeably. Characteristics •Allows each party to say no. •Is the most realistic at the beginning of a relationship or business deal. •Is the highest form of “Win”.
Five Dimensions of Win/Win 1 2 3 Win/Win Character Win/Win Relationship Win/Win Agreements Supportive Systems (4) and Processes (5)
Character • Three character traits essential to the win/win paradigms: – Integrity: make and keep meaningful promises and commitments. People of Integrity are true to their feelings, values and commitments. – Maturity: • The balance between courage and consideration • The ability to express one’s won feelings and convictions balanced with consideration of the thoughts and feelings of others
Abundance Mentality Scarcity Mentality Abundance Mentality There’s only one pie There is plenty for everybody Sense of worth and security comes from being compared Define themselves form within Deep inner sense of worth and security Someone else’s success means their failure Someone else's success is our success – sharing it.
• Relationships (Character  Trust, EBA) • Agreements (Relationships performance agreement) – Five elements to agree on in a win/win agreement • Desired results: Clarify the end in mind, objectives and outcome. • Guidelines: Specify boundaries and deadlines for accomplishing the results within which results are to be accomplished • Resources: human, financial, technical, support to help accomplish the results • Accountability: sets up the standards of performance and the time of evaluation. Identify the standards and methods of measurement for progress and accomplishment. • Consequences: Determine/Evaluate the result (s) of achieving or not achieving win-win
• Systems – Should be supportive (reward guidelines, available resources) – Don't talk cooperation (win/win) and practice competition (win/lose) – You can best achieve win-win solutions with win-win systems and processes. But if Changing your systems to win-win feels overwhelming and out of reach, remember to work from the inside out. As you first develop a win-win character and then Win-Win Agreements and relationships, you will expand your Circle of Influence and be Able to work on processes.
• Processes: – A four-step process: • 1st see the problem from the other point of view • 2nd identify the key issues and concerns • 3rd determine what results would constitute a fully acceptable solutions • 4th identify BATNA to achieve those results
Habit 5 SEEK FIRST TO UNDERSTAND THEN TO BE UNDERSTOOD The heart has its reasons which reason knows not of. Seek First to Understand 1 Be proactive 3 Put First Things First Then to be Understood 5
Principles of Empathic Communication • Four common levels for listening: – Ignoring: Making no effort to listen – Practice pretending: Making believe or giving the appearance you are listening – Practice selective listening: Hearing only the parts of the conversation that interest you. – Attentive listening: Paying attention and focusing on what the speaker says, and comparing that to your own experiences.
Principles of Empathic Communication • Seek first to understand: Fifth level: Empathic listening (most effective level): – Requires high levels of consideration – Deep understanding of the problem first – Requires more than practicing listening techniques – It’s listening with intent to understand (changing our perceptions)
Principles of Empathic Communication – Get inside another persons’ frame of reference and see things the way he sees it – Increases our influence-ability (more & accurate information to work with) – It ensures people’s psychological survival (psychological air) – It is diagnosing before prescribing
Principles of Empathic Communication • Then seek to be understood – Requires high level of courage – Equally critical in reaching win/win solutions.
Habit 6 SYNERGIZE Take as a guide: In crucial things unity In Important things diversity In all thing generosity. 1 Be proactive 3 Put First Things First Synergize 6
Principles of Creative Cooperation Synergistic (Win/Win) Respectful (Compromise) Defensive (Win/Lose or Lose/win) High TTRRUUSSTT Low LEVELS OF COMMUNCIATION Low High COOPERATION
• Deeply understanding each other becomes the stepping stones to synergy • Synergy means that the whole is greater than the sum of its parts • One plus one equals three or more. • Identifying a third synergistic alternative/solution that will be better for everyone concerned.
Habit Six - Synergize The Habit of Creative Cooperation Synergy The whole is greater than the sum of its parts. Synergy takes place when two or more people produce more together than the sum of what they could have produces separately.
Habit Six - Synergize The Habit of Creative Cooperation To Synergize is •Results-oriented, positive synergy •Examining exploring, seeking diverse perspectives openly enough to alter or complete your paradigm •Cooperating •Having a mutually agreed-upon end in mind. •Worth the effort and highly effective •A process. To Synergize is Not •A brainstorming free-for-all. •Accepting others’ ideas as full truth. •Win-lose competition. •Group think (giving in to peer pressure). •Always easy. •Only a negotiation technique.
Habit Six - Synergize The Habit of Creative Cooperation Problem or Opportunity Synergize Habits 4,5, & 6 The Action and Process Third Alternative SYNERGY The Result
Habit Six - Synergize The Habit of Creative Cooperation Anger Anxiety Jealousy Defensiveness Fear Fixation Ego
Habit Six - Synergize The Habit of Creative Cooperation The essence of synergy is valuing the differences. Valuing the differences does not imply that individuals approve of or agree with differences; however it does mean that people respect differences and view them as opportunities for learning. The differing opinions of others and their viewpoints, perspectives, talents and gifts are valuable when seeking solutions. These differences enable you to discover and produce things together that you would much less likely discover and produce individually. At what level do you value the differences ?
Habit Six - Synergize The Habit of Creative Cooperation Tolerate Accept Value Celebrate
Habit 7 SHARPEN THE SAW PRINCIPLES OF BALANCED SELF-RENEWAL Sometimes when I consider what tremendous consequences come from little things… I am tempted to think.. There are no little things. 1 Be proactive 3 Put First Things First
• It’s preserving and enhancing personal PC. The greatest asset we have. It’s we. PHYSICAL Exercise, Nutrition, Stress Management SOCIAL Service, Empathy, Synergy, Intrinsic Security SPIRITUAL Value Clarification & Commitment, Study & Meditation MENTAL Reading, Visualizing, Planning, Writing
Habit Seven - Sharpen the Saw The Habit of Renewal Sharpen the Saw is a daily process of renewing for four dimensions of our nature : Physical, Mental, Spiritual and Social / Emotional. These four dimensions sustain and increase our capacities and help us discipline our mind, body and spirit. This daily private victory is a victory over self. Not only does the daily Private victory stimulate growth, but it also helps us to achieve the Public Victory. As we achieve these victories through renewal, we cultivate and nurture the other six habits.
Habit Seven - Sharpen the Saw The Habit of Renewal We can sharpen the Saw in Four Areas : Physical (Body): We build physical wellness through proper nutrition, exercise, rest And stress management. Mental (Mind) : We increase mental capacity through, reading, writing, and thinking.
Habit Seven - Sharpen the Saw The Habit of Renewal We can sharpen the Saw in Four Areas : Spiritual (Spirit): We develop spiritually through reading inspiring literature, through meditating and praying and through spending time with nature. Social / Emotional (Other Relationships) : We mature socially and emotionally by making consistent, daily Deposits in the Emotional Bank Account of our key relationships.
• It’s exercising the four dimensions of our nature regularly and consistently, in wise and balanced way.
The Upward Spiral of Growth • Success is a long journey, not a destination • “ A thousand-mile journey begins with the first step”. And can only be taken one step at a time. • “ How can we remember our ignorance which our growth requires, when we are using our knowledge all the time”.
The upward spiral of growth
PARADIGM SHIFTS 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. Habit 4 Win-lose. One-sided benefit. Habit 5 Fight, flight, or compromise when faced with conflict. Habit 6 Differences are threats. Independence is the highest value. Unity means sameness. Habit 7 Entropy. Burnout on one track - typically work. 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. Win-win. Mutual benefit. Communication solves problems. Differences are values and are opportunities for synergy. Continuous self-renewal and self-improvement.
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
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HHAABBIITT 11 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.
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE 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 self-chosen values. HHAABBIITT 22
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HHAABBIITT 33 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 high-leverage 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.
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE Think Win-Win. HHAABBIITT 44 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 Lose- Win. 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, resulting in a defensive mentality and adversarial feelings.
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HHAABBIITT 55 Seek First to Understand, Then to Be Understood. Through perceptive observation and empathic listening, these non-judgmental 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.
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HHAABBIITT 66 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.
SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HHAABBIITT 77 Sharpen the Saw. Effective people are involved in self-renewal and self-improvement in the physical, mental, spiritual, and social-emotional 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 self-renewal and self-improvement and eventually lose the cutting edge they once had.
CIRCLE OF INFLUENCE
CIRCLE OF INFLUENCE
SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED The Seven HHaabbiittss cceenntteerr oonn ttiimmeelleessss aanndd uunniivveerrssaall pprriinncciipplleess ooff ppeerrssoonnaall,, iinntteerrppeerrssoonnaall,, mmaannaaggeerriiaall,, aanndd oorrggaanniizzaattiioonnaall eeffffeeccttiivveenneessss.. LLiisstteedd bbeellooww aarree tthhee sseevveenn pprriinncciipplleess uuppoonn wwhhiicchh tthhee SSeevveenn HHaabbiittss aarree bbaasseedd--pprriinncciipplleess wwhhiicchh aarree iinn oouurr cciirrccllee ooff iinnfflluueennccee..
SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED 1. The principle of continuous learning, of self- reeducation - 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.
SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED 3. The principle of staying positive and optimistic, radiating positive energy - including avoiding the four emotional cancers (criticizing, complaining, 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 compensate for neglect or failure in other areas of our life.
SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED 6. The balance of spontaneity and serendipity - the ability to experience life with a sense of adventure, excitement, and fresh rediscovery, instead of trying to find a serious side 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 social emotional.
PYRAMID OF INFLUENCE TEACHING RELATIONSHIP EXAMPLE
KKnnoowwlleeddggee (what to, why to) DDeessiirree (want to) SSkkiillllss (how to) HHAABBIITTSS EFFECTIVE HABITS
CHARACTER  Integrity  Maturity  Abundance Mentality  Interdependency COMPETENCE  Technical skills  Qualifications  Knowledge  Experience JJUUDDGGEEMMEENNTT
FFOOUURR UUNNIIQQUUEE HHUUMMAANN EENNDDOOWWMMEENNTTSS 11.. SSeellff--aawwaarreenneessss 22.. CCoonnsscciieennccee 33.. IImmaaggiinnaattiioonn 44.. WWiillllppoowweerr
FOUR UNIQUE HUMAN ENDOWMENTS 11.. SSeellff--AAwwaarreenneessss We begin to become self-aware and explore the programs we are living out. We come to realize that we stand apart from our programming and can even examine it. We also realize that between stimulus and response, we have the freedom to choose. This self-awareness then leads to the ability to look at other unique endowments in our secret life.
FOUR UNIQUE HUMAN ENDOWMENTS 22.. CCoonnsscciieennccee Our conscience is our internal sense of right and wrong, our “moral nature.” It is the “greater harmonizer” and “balance wheel” of all the principles that govern our behavior. Our conscience gives us a sense of the degree to which our thoughts and actions are in harmony with our principles.
FOUR UNIQUE HUMAN ENDOWMENTS 33.. PPoowweerr ooff IImmaaggiinnaattiioonn We can visit the power of the mind to create or to imagine that which does not exist now. In that imagination lie our faith and our hope for the future. We look at what is possible, what we can envision.
FOUR UNIQUE HUMAN ENDOWMENTS 44.. WWiillllppoowweerr oorr IInnddeeppeennddeenntt WWiillll Willpower refers to our determination, our resoluteness - our ability to act based solely on our self-awareness. We ask ourselves, “Am I really willing to to the distance on my mission statement?” “Am I willing to walk my talk?” “Am I really willing to put first things first in spite of external distractions and pressures?” “Am I going to live a life of total integrity?”
BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS Developing a mission ssttaatteemmeenntt iiss ffoouunnddaattiioonnaall ttoo HHaabbiitt 22,, BBeeggiinn wwiitthh tthhee EEnndd iinn MMiinndd.. IItt sseettss ggeenneerraall gguuiiddeelliinneess ffoorr oouurr lliiffee bbaasseedd oonn oouurr vvaalluueess aanndd oouurr rroolleess aanndd ggooaallss.. TThheerree aarree ffoouurr bbaassiicc cchhaarraacctteerriissttiiccss ooff ggoooodd mmiissssiioonn ssttaatteemmeennttss,, wwhheetthheerr tthheeyy bbee ppeerrssoonnaall,, ffaammiillyy,, oorr oorrggaanniizzaattiioonnaall mmiissssiioonn ssttaatteemmeennttss..
BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS 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 it will never change - as if it were timeless.
BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS 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.”
BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS 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.
BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS 4. A mission statement should deal with all the significant roles of our life, such as a parent, teacher, manager, neighbor, and so forth. “Internalizing” our mission statement will also help us get a clear understanding of what is truly important. Goethe once said, “Things which matter most must never be at the mercy of things which matter least.” This means that we learn how to say no at appropriate times. Every time we say yes to something that is of little or no importance, we are saying no to something that is more important. Almost every day, most of us are caught in circumstances where we should say no but don’t. We often lack the ability to utter a firm but gracious no.
SIX LEVELS OF INITIATIVE 6 Use own judgement, not necessary to report 5 Use own judgement, report routinely 4 Use own judgement, report immediately 3 Bring recommendations 2 Ask for instructions 1 Wait for instructions
Duplicity Unkindness Violated expectations Outside stress and pressures PERSONAL IMMUNE SYSTEM Time wasters Interruptions Pressing problems Crises Live the Seven Habits Spend time in Quadrant II Follow correct principles Control own life Maintain high Emotional Bank Account with self and others Maintain reserve capacity Be resilient Empower and serve others Communicate Empathically Synergize with others using a win-win approach
EEMMOOTTIIOONNAALL BBAANNKK AACCCCOOUUNNTT KEEP PROMISES APOLOGIZE CLARIFY EXPECTATIONS TREAT OTHER KINDLY UNDERSTAND OTHERS LOYALITY TO THE ABSENT
• The 7 habits of highly effective people is a holistic, integrated, principle centered approach for solving our personal and professional problems • Principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.
7 habits-complete

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7 habits-complete

  • 1.
    TThhee KKeeyy FFoorrSSuucccceessssffuull LLiivviinngg
  • 2.
    TThhee 77 HHaabbiittssooff HHiigghhllyy EEffffeeccttiivvee PPeeooppllee • There is no real excellence in all this world which can be separated from right living
  • 3.
    • Common deeppersonal & professional problems: – How to reach the career goals set without losing personal and family life? – How can I keep a promise I make to myself? – How can a manager train his employees to be independent and responsible if it happened once that this manager was home sick for a day? – How can one really congratulate a friend enthusiastically for achieving some degree of success and recognition without eating his heart out? – There’s so much to do and there’s never enough time. How can I manage my life effectively?
  • 4.
    The Key forSuccessful Living Personality Ethic Character Ethic Focus on attitude and behavior  minor change To change the situation first we have to change ourselves and our perceptions  significant, quantum change Works in short term situation (symptomatic treatment) Has personal worth in the long term relationship Social band aids that treats only acute problems temporarily Treats the underlying chronic problem
  • 5.
    The Key forSuccessful Living • Primary and secondary greatness – Quit lacking at the leaves of attitude and behavior (secondary greatness) – Get to work on the root, the character (primary greatness) from which these attitude and behavior flow.
  • 6.
    The Power ofa Paradigm • A paradigm is : – A frame of reference, a model – A perception, assumption – The way we perceive, understand & accordingly interpret and judge things. A mental map.
  • 8.
    • Two peoplecan see the same thing, disagree and yet both be right. • The more we examine the way we see things, the more we can test them against reality. • Listen to others and be open to their perception, to get a far more objective view.
  • 9.
    Being Is Seeing Be  See  Think  Feel  Behave • We cannot change our seeing without changing our being • If you want to have…. Be…. • The seven habits paradigm: – An “inside-out” approach to personal and interpersonal effectiveness
  • 10.
    Can we createa HABIT? • We are what we repeatedly do • Excellence, then, is not an act, but a habit • Habits are learned and unlearned • We are not the habits, hence we can change them
  • 12.
    Effectiveness is definedas p/pc balance • p= production = what is produced, the desired results produced • pc = production capacity = producing asset. Maintaining, preserving and enhancing the resources that produces the desired results • Maintain the p/pc balance: – Balance short term with long term – Take time to invest in a relationship – Win the customer more than the call
  • 13.
    Interdependence PUBLIC VICTORY Independence 1 Be proactive PRIVATE VICTORY Dependence The Seven Habits Paradigm
  • 14.
    Principles of PersonalLeadership • Move yourself from dependence to independence, the foundation for effective interdependence • Achieve private victory, the foundation for public VICTORY • Achieve self mastery through self awareness, self confidence and self control.
  • 15.
    Principles of PersonalLeadership • Prepare yourself for interpersonal leadership • Build a changeless inner core, from which your attitude and behavior flow • Build the principle center that gives you the wisdom and power to adapt to change and to take advantage of the opportunities that change creates.
  • 16.
  • 17.
    Character & Personality Although image, techniques and skills can influence your outward success, the weight of real effectiveness lies in good character.
  • 18.
    Character & Competence Character A person with high character exhibits integrity, maturity and an Abundance Mentality. Competence A person with high competence has knowledge and ability in a given area. As people balance these two elements, they build their personal trustworthiness and their trust with others.
  • 19.
    Character & Competence Character Competence
  • 20.
    CHARACTER  Integrity  Maturity  Abundance Mentality  Interdependency COMPETENCE  Technical skills  Qualifications  Knowledge  Experience JJUUDDGGEEMMEENNTT
  • 21.
    EEMMOOTTIIOONNAALL BBAANNKK AACCCCOOUUNNTT KEEP PROMISES APOLOGIZE CLARIFY EXPECTATIONS TREAT OTHER KINDLY UNDERSTAND OTHERS LOYALITY TO THE ABSENT
  • 22.
  • 23.
  • 24.
    Habit 1 BEPROACTIVE 1 Be proactive
  • 25.
    Three theories ofdeterminism affecting our response to a certain stimulus • Genetic determinism (DNA) • Psychic determinism (childhood experience) • Environmental determinism (boss, spouse, economic situation, notational policies)
  • 26.
    Habit One :Be Proactive The Habit of Personal Vision The Four Human Endowments: Self-Awareness – Examining thoughts, moods and behaviors Imagination – Visualizing beyond experience and present reality (work on alternatives) Conscience – Understanding right and wrong and following personal integrity Independent Will – Acting independent of external influence
  • 27.
    PROACTIVE MODEL Freedom To Stimulus Choose Response Self- Awareness Independent Imagination Conscience Will HHaappppiinneessss iiss lliikkee uunnhhaappppiinneessss,, aa pprrooaaccttiivvee cchhooiiccee
  • 28.
    PROACTIVE MODEL •Responsibility = “Response-ability” • Proactive people: – Behavior in the product of one’s decision based on values – Personal leaders – Take the initiative and are solutions to problems – Successfully handle direct, indirect and no control problems
  • 29.
    PROACTIVE MODEL •Reactive people: – Behavior is the product of one’s condition based on feelings – Unhappy people who feel victimized and immobilized, who focus on the weaknesses of other people – Blame other people and circumstances they feel are responsible for their own stagnant situation.
  • 30.
    Reactive Language ProactiveLanguage There's noting I can do Let’s look at our alternations That’s just the way I am I can choose a different approach He makes me so mad I control my own feelings They won’t allow that I can create an effective presentation I have to do that I will choose an appropriate response I can’t I choose I must I prefer If only I will
  • 31.
  • 32.
    Circle of Concern Circle of Influence
  • 33.
    Circle of Circleof Influence Concern Circle of Circle of Influence Concern REACTIVE FOCUS (Negative energy reduces the Circles of Influences) PROACTIVE FOCUS (Positive energy enlarges the Circles of Influences)
  • 34.
    Habit 2 BEGINWITH THE END IN MIND 1 Be proactive 2 Begin with the End in Mind
  • 35.
    • Start witha clear understanding of your destination • Picture deeply what kind of husbands, wife, father or mother would you like to be? • What kind of son or daughter or cousin? • What kind of friend? • What kind of working associate?
  • 36.
    Assumptions • Assumeat your funeral, how would family, colleague, friend, church, etc talk about you • Assume today’s the last day in your life • Assume: • Body - Had a heart attack; Mind – Life of your profession is 2 years; Heart – Other person is clairvoyant; Spirit – You met with the Almighty
  • 37.
    Habit Two Beginwith the End in Mind The Habit of Personal Leadership Mental Creation Precedes Physical Creation To start with a clear understanding of your destination. Write your MISSION STATEMENT Choose a Life Center
  • 38.
    • Create apersonal mission statements = a personal constitution, a frame of reference • Align your daily behavior with your life objectives • Business = “busy-ness” • Climbing the ladder of success: effectiveness vs. efficiency
  • 39.
    Circle of Concern Circle of Influence • Our deepest center: – Work – Family – Spouse/Husband – Friend – Religion – Self – Pleasure – Possessions – Money – Enemy
  • 40.
    Power Security CENTER Wisdom Guidance
  • 41.
    Our four life-supportingffaaccttoorrss ddeerriivvee ffrroomm tthhee vveerryy cceenntteerr ooff oouurr cciirrccllee ooff iinnfflluueennccee • SSEECCUURRIITTYY: Sense of worth, self esteem & personal strength • GGUUIIDDAANNCCEE: Source of direction in life • WWIISSDDOOMM: Perspective on life • PPOOWWEERR: Decision making ability
  • 42.
    • A principlecenter: – Creating a solid changeless core, from which flow the four life-support factors. – Correct principles do not change – a principle-centered person stands apart from the emotion of the situation and evaluates the options.
  • 43.
    • A principlecenter: – You won’t be acted upon by other people or circumstances – See change as an exciting adventure and opportunity to make significant contributions.
  • 44.
    Habit Two Beginwith the End in Mind The Habit of Personal Leadership
  • 45.
    Habit Two Beginwith the End in Mind The Habit of Personal Leadership Principle-Centered Someone who is principle-centered bases decisions on principles that govern human effectiveness. Principles are the ideal core because they allow us to seek the best alternative through conscious choice, knowledge and values. Principle-centered people try to : Stand apart from the emotion of a situation and from other factors that would act on them. Make proactive choices after evaluating options.
  • 46.
    Habit Two Beginwith the End in Mind The Habit of Personal Leadership Mission Statement A powerful document that expresses your personal sense of Purpose and meaning in life. It acts as a governing Constitution by which you evaluate decisions and choose behaviors.
  • 47.
    Define Leadership & Management Leadership deals with Direction (Doing the right things) Management deals with Speed, Co-ordination, Logistics in moving in that direction (Doing the things RIGHT)
  • 48.
    Habit 3 PUTFIRST THINGS FIRST 1 Be proactive 3 Put First Things First Things which matter most must never be a the mercy of things which matter least.
  • 49.
    Mission Statement RolesGoals LLOONNGG--TTEERRMM OORRGGAANNIIZZIINNGG Roles Goals Plans Schedule Delegate WWEEEEKKLLYY OORRGGAANNIIZZIINNGG
  • 50.
    Two Factors toDefine Any Activity • Urgency - An activity is urgent if you or others feel that it requires immediate attention. • Importance - An activity is importance if you personally find it valuable, and if it contributes to your mission values, and high-priority goals.
  • 51.
    Time management matrix II -- PPrrooccrraassttiinnaattoorr Urgent Important 22--PPrriioorriittiizzeerr Not Urgent Important IIIIII –– ‘‘YYeess MMaann’’ Urgent Not Important IIVV -- SSllaacckkeerr Not Urgent Not Important
  • 52.
    TThhee TTiimmee MMaannaaggeemmeennttMMaattrriixx II Urgent & Important Activities Results • Crises • Pressing problems • Deadline-driven projects • Stress • Burnout • Putting out fires
  • 53.
    TThhee TTiimmee MMaannaaggeemmeennttMMaattrriixx IIII Not urgent but Important Activities Results • Prevention, PC activities • Relationships building • Recognizing new opportunities • Planning recreation • Vision • Balance • Discipline • Control • Few crises
  • 54.
    The Time ManagementMatrix IIIIII Urgent but Not Important Activities Results • Interruptions, some calls • Some mail, some reports • Some meetings • Proximate, pressing matters • Popular activities • Short-term focus • Crisis management • Feel victimized, out of control • Broken relationships
  • 55.
    The Time ManagementMatrix IIVV Not Urgent & Not Important Activities Results • Trivia, busy work • Some mail • Some phone calls • Time wasters • Pleasant activities • Dependent on others • Total irresponsibility • Fired from jobs
  • 56.
    UUrrggeenntt NNoott UUrrggeenntt II IIII . Crisis . Pressing problems . Deadline-driven projects, meetings, preparations . Preparation . Prevention . Values clarification . Planning . Relationship building . True re-creation . Empowerment IIIIII IIVV . Interruptions, some phone calls . Some mail, some reports . Some meetings . Many proximate, pressing matters . Many popular activities . Trivia, busywork . Some phone calls . Time wasters . “Escape” activities . Irrelevant mail . Excessive TV NNoott IImmppoorrttaanntt IImmppoorrttaanntt
  • 57.
    Habit Three -Put First things First The Habit of Personal URGENTManagement IMPORTANT NOT URGENT NOT IMPORTANT Crises Management Attach to Mission Distraction s Time Wasters
  • 58.
    Habit Three -Put First things First The Habit of Personal Management “Effective people have genuine Quadrant 1 crises and emergencies that require their immediate attention, but the number is comparatively small. They keep P and PC in balance by focusing on the important, but not urgent, activities of Quadrant II”
  • 59.
    Habit Three -Put First things First The Habit of Personal Management Things which matter most must never be at the mercy of things which matter least. The Key is not to prioritize your schedule but to schedule your priorities.
  • 60.
    Habit Three -Put First things First The Habit of Personal Management Put First things First involves a six-step, QII process That will help you act on the basis of importance. Importance, in the context of Put first things First, is defined By your mission statement and confirmed by your conscience. The six steps can be used in weekly planning or as often as needed. Connect to Mission Review Roles Identify Goals Organize Weekly Exercise Integrity Evaluate
  • 61.
    Public Victory Therecan be no friendship without confidence, and no confidence without PUBLIC VICTORY 1 integrity. Be proactive 3 Put First Things First
  • 62.
    PRINCIPLES OF INTERPRSONAL LEADERSHIP • The p/pc balance in an interdependent reality • The emotional bank account – The amount of trust built up in a relationship – The feeling of safeness that makes communication easy, instant and effective
  • 63.
    PRINCIPLES OF INTERPRSONAL LEADERSHIP • SSiixx mmaajjoorr ddeeppoossiittss – Understanding the individual • Uncover the person’s deep interest or needs • Treat them all the same by treating them differently – Attending to the little things • Kindness and courtesies are the big things
  • 64.
    PRINCIPLES OF INTERPRSONAL LEADERSHIP • SSiixx mmaajjoorr ddeeppoossiittss – Keeping commitments • Keep a promise you have made or explain the situation and ask to be released from it. – Clarifying expectations • Conflicts arise form ambiguous expectations about roles and goals
  • 65.
    PRINCIPLES OF INTERPRSONAL LEADERSHIP • SSiixx mmaajjoorr ddeeppoossiittss – Showing personal integrity • Goes beyond honesty • Build the trust of those who are present by being loyal to those who are not present – Apologizing sincerely when you make a withdrawal • It is the weak who are cruel, gentleness can only be expected from the strong
  • 66.
    P problems arePC opportunities • Problems create the opportunity to build a deep relationship – the emotional bank account that empowers us to work together as a strong complementary team.
  • 67.
    Habits One, Two& Three The first three habits help develop a deep base of character and personal security . Once these 3 habits become part of who you are you are then ready to begin building rich enduring highly productive relationships with other people and that’s where habits four, five and six come in.
  • 69.
    Habits Four, Five& Six These are the habits that lead to interdependent relationships. Habit Four : Think Win-win The attitude of seeking solutions, so that every one can win. Do this by communicating. This is done by Habit Five Habit Five : Seek first to understand, then to be understood Habit Six : This is the habit of creative co-operation - Synergy This happens when two sides in a dispute work together to come with a solution which is better than what either side initially proposed.
  • 70.
    Habit 4 THINKWIN WIN We have committed the Golden Rule to memory; let us now commit it to life” 1 Be proactive Think Win/Win 4 3 Put First Things First
  • 71.
    Six Paradigms ofhuman interactions: • Win/win • Win/lose • Lose/win • Lose/Lose • Win • Win/win or no deal
  • 72.
    Win/Win • Seeksfor mutual benefit • All parties feel good about the decision and feel committed to the action plan • Sees life as cooperative, not competitive • There’s plenty for everybody • Believes in the third alternative • Listens more, stays in communication longer, and communicates with more courage.
  • 73.
    Habit Four -Think Win-Win The Habit of Interpersonal Leadership Win-Lose : People with a win-lose mindset are concerned with themselves first and last. They want to win, and they want others to lose. They achieve success at the expense or exclusion of another’s success. They are driven by comparison, competition, position, and power. Characteristics •Is very common scripting for most people •Is the authoritarian approach. •Uses position, power, credentials, possessions, or personality to get the “Win”.
  • 74.
    Habit Four -Think Win-Win The Habit of Interpersonal Leadership Lose-Win : People who choose to lose and let others win show high consideration for others, but lack the courage to express and act on their feelings and beliefs. They are easily intimidated and borrow strength from acceptance and popularity. Characteristics •Voices no standards, no demands, no expectations of anyone else. •Is quick to please or appease. •Buries a lot of feelings.
  • 75.
    Habit Four -Think Win-Win The Habit of Interpersonal Leadership Lose-Lose : People who have a lose-lose paradigm are low on courage and consideration. They envy and criticize others. They put themselves and others down. Characteristics •Is the mindset of a highly dependent person. •Is the same as a “no win” because nobody benefits. •Is a long-term result of a win-lose, lose-win, or win.
  • 76.
    Habit Four -Think Win-Win The Habit of Interpersonal Leadership Win : People who hold a win paradigm think only of getting what they want. Although they don’t necessarily want others to lose, they are personally set on winning. They think independently in interdependent situations, without sensitivity or awareness of others. Characteristics •Is self-centered. •Thinks “me first”. •Doesn’t really care if the other person wins or loses. •Has a Scarcity Mentality”.
  • 77.
    Habit Four -Think Win-Win The Habit of Interpersonal Leadership Win-Win or No Deal : Win-Win or No Deal is the highest form of win-win. People who adopt this paradigm seek first for win-win. If they cannot find an acceptable solution, they agree to disagree agreeably. Characteristics •Allows each party to say no. •Is the most realistic at the beginning of a relationship or business deal. •Is the highest form of “Win”.
  • 78.
    Five Dimensions ofWin/Win 1 2 3 Win/Win Character Win/Win Relationship Win/Win Agreements Supportive Systems (4) and Processes (5)
  • 79.
    Character • Threecharacter traits essential to the win/win paradigms: – Integrity: make and keep meaningful promises and commitments. People of Integrity are true to their feelings, values and commitments. – Maturity: • The balance between courage and consideration • The ability to express one’s won feelings and convictions balanced with consideration of the thoughts and feelings of others
  • 81.
    Abundance Mentality ScarcityMentality Abundance Mentality There’s only one pie There is plenty for everybody Sense of worth and security comes from being compared Define themselves form within Deep inner sense of worth and security Someone else’s success means their failure Someone else's success is our success – sharing it.
  • 82.
    • Relationships (Character Trust, EBA) • Agreements (Relationships performance agreement) – Five elements to agree on in a win/win agreement • Desired results: Clarify the end in mind, objectives and outcome. • Guidelines: Specify boundaries and deadlines for accomplishing the results within which results are to be accomplished • Resources: human, financial, technical, support to help accomplish the results • Accountability: sets up the standards of performance and the time of evaluation. Identify the standards and methods of measurement for progress and accomplishment. • Consequences: Determine/Evaluate the result (s) of achieving or not achieving win-win
  • 83.
    • Systems –Should be supportive (reward guidelines, available resources) – Don't talk cooperation (win/win) and practice competition (win/lose) – You can best achieve win-win solutions with win-win systems and processes. But if Changing your systems to win-win feels overwhelming and out of reach, remember to work from the inside out. As you first develop a win-win character and then Win-Win Agreements and relationships, you will expand your Circle of Influence and be Able to work on processes.
  • 84.
    • Processes: –A four-step process: • 1st see the problem from the other point of view • 2nd identify the key issues and concerns • 3rd determine what results would constitute a fully acceptable solutions • 4th identify BATNA to achieve those results
  • 85.
    Habit 5 SEEKFIRST TO UNDERSTAND THEN TO BE UNDERSTOOD The heart has its reasons which reason knows not of. Seek First to Understand 1 Be proactive 3 Put First Things First Then to be Understood 5
  • 86.
    Principles of EmpathicCommunication • Four common levels for listening: – Ignoring: Making no effort to listen – Practice pretending: Making believe or giving the appearance you are listening – Practice selective listening: Hearing only the parts of the conversation that interest you. – Attentive listening: Paying attention and focusing on what the speaker says, and comparing that to your own experiences.
  • 87.
    Principles of EmpathicCommunication • Seek first to understand: Fifth level: Empathic listening (most effective level): – Requires high levels of consideration – Deep understanding of the problem first – Requires more than practicing listening techniques – It’s listening with intent to understand (changing our perceptions)
  • 88.
    Principles of EmpathicCommunication – Get inside another persons’ frame of reference and see things the way he sees it – Increases our influence-ability (more & accurate information to work with) – It ensures people’s psychological survival (psychological air) – It is diagnosing before prescribing
  • 89.
    Principles of EmpathicCommunication • Then seek to be understood – Requires high level of courage – Equally critical in reaching win/win solutions.
  • 90.
    Habit 6 SYNERGIZE Take as a guide: In crucial things unity In Important things diversity In all thing generosity. 1 Be proactive 3 Put First Things First Synergize 6
  • 91.
    Principles of CreativeCooperation Synergistic (Win/Win) Respectful (Compromise) Defensive (Win/Lose or Lose/win) High TTRRUUSSTT Low LEVELS OF COMMUNCIATION Low High COOPERATION
  • 92.
    • Deeply understandingeach other becomes the stepping stones to synergy • Synergy means that the whole is greater than the sum of its parts • One plus one equals three or more. • Identifying a third synergistic alternative/solution that will be better for everyone concerned.
  • 93.
    Habit Six -Synergize The Habit of Creative Cooperation Synergy The whole is greater than the sum of its parts. Synergy takes place when two or more people produce more together than the sum of what they could have produces separately.
  • 94.
    Habit Six -Synergize The Habit of Creative Cooperation To Synergize is •Results-oriented, positive synergy •Examining exploring, seeking diverse perspectives openly enough to alter or complete your paradigm •Cooperating •Having a mutually agreed-upon end in mind. •Worth the effort and highly effective •A process. To Synergize is Not •A brainstorming free-for-all. •Accepting others’ ideas as full truth. •Win-lose competition. •Group think (giving in to peer pressure). •Always easy. •Only a negotiation technique.
  • 95.
    Habit Six -Synergize The Habit of Creative Cooperation Problem or Opportunity Synergize Habits 4,5, & 6 The Action and Process Third Alternative SYNERGY The Result
  • 96.
    Habit Six -Synergize The Habit of Creative Cooperation Anger Anxiety Jealousy Defensiveness Fear Fixation Ego
  • 97.
    Habit Six -Synergize The Habit of Creative Cooperation The essence of synergy is valuing the differences. Valuing the differences does not imply that individuals approve of or agree with differences; however it does mean that people respect differences and view them as opportunities for learning. The differing opinions of others and their viewpoints, perspectives, talents and gifts are valuable when seeking solutions. These differences enable you to discover and produce things together that you would much less likely discover and produce individually. At what level do you value the differences ?
  • 98.
    Habit Six -Synergize The Habit of Creative Cooperation Tolerate Accept Value Celebrate
  • 99.
    Habit 7 SHARPENTHE SAW PRINCIPLES OF BALANCED SELF-RENEWAL Sometimes when I consider what tremendous consequences come from little things… I am tempted to think.. There are no little things. 1 Be proactive 3 Put First Things First
  • 100.
    • It’s preservingand enhancing personal PC. The greatest asset we have. It’s we. PHYSICAL Exercise, Nutrition, Stress Management SOCIAL Service, Empathy, Synergy, Intrinsic Security SPIRITUAL Value Clarification & Commitment, Study & Meditation MENTAL Reading, Visualizing, Planning, Writing
  • 101.
    Habit Seven -Sharpen the Saw The Habit of Renewal Sharpen the Saw is a daily process of renewing for four dimensions of our nature : Physical, Mental, Spiritual and Social / Emotional. These four dimensions sustain and increase our capacities and help us discipline our mind, body and spirit. This daily private victory is a victory over self. Not only does the daily Private victory stimulate growth, but it also helps us to achieve the Public Victory. As we achieve these victories through renewal, we cultivate and nurture the other six habits.
  • 102.
    Habit Seven -Sharpen the Saw The Habit of Renewal We can sharpen the Saw in Four Areas : Physical (Body): We build physical wellness through proper nutrition, exercise, rest And stress management. Mental (Mind) : We increase mental capacity through, reading, writing, and thinking.
  • 103.
    Habit Seven -Sharpen the Saw The Habit of Renewal We can sharpen the Saw in Four Areas : Spiritual (Spirit): We develop spiritually through reading inspiring literature, through meditating and praying and through spending time with nature. Social / Emotional (Other Relationships) : We mature socially and emotionally by making consistent, daily Deposits in the Emotional Bank Account of our key relationships.
  • 104.
    • It’s exercisingthe four dimensions of our nature regularly and consistently, in wise and balanced way.
  • 105.
    The Upward Spiralof Growth • Success is a long journey, not a destination • “ A thousand-mile journey begins with the first step”. And can only be taken one step at a time. • “ How can we remember our ignorance which our growth requires, when we are using our knowledge all the time”.
  • 106.
  • 107.
    PARADIGM SHIFTS ABREAK 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. Habit 4 Win-lose. One-sided benefit. Habit 5 Fight, flight, or compromise when faced with conflict. Habit 6 Differences are threats. Independence is the highest value. Unity means sameness. Habit 7 Entropy. Burnout on one track - typically work. 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. Win-win. Mutual benefit. Communication solves problems. Differences are values and are opportunities for synergy. Continuous self-renewal and self-improvement.
  • 108.
    BE PROACTIVE Ican 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
  • 112.
    SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HHAABBIITT 11 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.
  • 113.
    SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE 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 self-chosen values. HHAABBIITT 22
  • 114.
    SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HHAABBIITT 33 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 high-leverage 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.
  • 115.
    SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE Think Win-Win. HHAABBIITT 44 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 Lose- Win. 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, resulting in a defensive mentality and adversarial feelings.
  • 116.
    SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HHAABBIITT 55 Seek First to Understand, Then to Be Understood. Through perceptive observation and empathic listening, these non-judgmental 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.
  • 117.
    SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HHAABBIITT 66 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.
  • 118.
    SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE EFFECTIVE PEOPLE INEFFECTIVE PEOPLE HHAABBIITT 77 Sharpen the Saw. Effective people are involved in self-renewal and self-improvement in the physical, mental, spiritual, and social-emotional 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 self-renewal and self-improvement and eventually lose the cutting edge they once had.
  • 119.
  • 120.
  • 121.
    SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED The Seven HHaabbiittss cceenntteerr oonn ttiimmeelleessss aanndd uunniivveerrssaall pprriinncciipplleess ooff ppeerrssoonnaall,, iinntteerrppeerrssoonnaall,, mmaannaaggeerriiaall,, aanndd oorrggaanniizzaattiioonnaall eeffffeeccttiivveenneessss.. LLiisstteedd bbeellooww aarree tthhee sseevveenn pprriinncciipplleess uuppoonn wwhhiicchh tthhee SSeevveenn HHaabbiittss aarree bbaasseedd--pprriinncciipplleess wwhhiicchh aarree iinn oouurr cciirrccllee ooff iinnfflluueennccee..
  • 122.
    SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED 1. The principle of continuous learning, of self- reeducation - 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.
  • 123.
    SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED 3. The principle of staying positive and optimistic, radiating positive energy - including avoiding the four emotional cancers (criticizing, complaining, 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 compensate for neglect or failure in other areas of our life.
  • 124.
    SEVEN PRINCIPLES UPON WHICH THE SEVEN HABITS ARE BASED 6. The balance of spontaneity and serendipity - the ability to experience life with a sense of adventure, excitement, and fresh rediscovery, instead of trying to find a serious side 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 social emotional.
  • 125.
    PYRAMID OF INFLUENCE TEACHING RELATIONSHIP EXAMPLE
  • 126.
    KKnnoowwlleeddggee (what to,why to) DDeessiirree (want to) SSkkiillllss (how to) HHAABBIITTSS EFFECTIVE HABITS
  • 127.
    CHARACTER  Integrity  Maturity  Abundance Mentality  Interdependency COMPETENCE  Technical skills  Qualifications  Knowledge  Experience JJUUDDGGEEMMEENNTT
  • 128.
    FFOOUURR UUNNIIQQUUEE HHUUMMAANNEENNDDOOWWMMEENNTTSS 11.. SSeellff--aawwaarreenneessss 22.. CCoonnsscciieennccee 33.. IImmaaggiinnaattiioonn 44.. WWiillllppoowweerr
  • 129.
    FOUR UNIQUE HUMANENDOWMENTS 11.. SSeellff--AAwwaarreenneessss We begin to become self-aware and explore the programs we are living out. We come to realize that we stand apart from our programming and can even examine it. We also realize that between stimulus and response, we have the freedom to choose. This self-awareness then leads to the ability to look at other unique endowments in our secret life.
  • 130.
    FOUR UNIQUE HUMAN ENDOWMENTS 22.. CCoonnsscciieennccee Our conscience is our internal sense of right and wrong, our “moral nature.” It is the “greater harmonizer” and “balance wheel” of all the principles that govern our behavior. Our conscience gives us a sense of the degree to which our thoughts and actions are in harmony with our principles.
  • 131.
    FOUR UNIQUE HUMAN ENDOWMENTS 33.. PPoowweerr ooff IImmaaggiinnaattiioonn 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.
  • 132.
    FOUR UNIQUE HUMAN ENDOWMENTS 44.. WWiillllppoowweerr oorr IInnddeeppeennddeenntt WWiillll 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?”
  • 133.
    BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS Developing a mission ssttaatteemmeenntt iiss ffoouunnddaattiioonnaall ttoo HHaabbiitt 22,, BBeeggiinn wwiitthh tthhee EEnndd iinn MMiinndd.. IItt sseettss ggeenneerraall gguuiiddeelliinneess ffoorr oouurr lliiffee bbaasseedd oonn oouurr vvaalluueess aanndd oouurr rroolleess aanndd ggooaallss.. TThheerree aarree ffoouurr bbaassiicc cchhaarraacctteerriissttiiccss ooff ggoooodd mmiissssiioonn ssttaatteemmeennttss,, wwhheetthheerr tthheeyy bbee ppeerrssoonnaall,, ffaammiillyy,, oorr oorrggaanniizzaattiioonnaall mmiissssiioonn ssttaatteemmeennttss..
  • 134.
    BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS 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 it will never change - as if it were timeless.
  • 135.
    BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS 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.”
  • 136.
    BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS 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.
  • 137.
    BASIC CHARACTERISTICS OF GOOD MISSION STATEMENTS 4. A mission statement should deal with all the significant roles of our life, such as a parent, teacher, manager, neighbor, and so forth. “Internalizing” our mission statement will also help us get a clear understanding of what is truly important. Goethe once said, “Things which matter most must never be at the mercy of things which matter least.” This means that we learn how to say no at appropriate times. Every time we say yes to something that is of little or no importance, we are saying no to something that is more important. Almost every day, most of us are caught in circumstances where we should say no but don’t. We often lack the ability to utter a firm but gracious no.
  • 138.
    SIX LEVELS OFINITIATIVE 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
  • 139.
    Duplicity Unkindness Violated expectations Outside stress and pressures PERSONAL IMMUNE SYSTEM Time wasters Interruptions Pressing problems Crises Live the Seven Habits Spend time in Quadrant II Follow correct principles Control own life Maintain high Emotional Bank Account with self and others Maintain reserve capacity Be resilient Empower and serve others Communicate Empathically Synergize with others using a win-win approach
  • 140.
    EEMMOOTTIIOONNAALL BBAANNKK AACCCCOOUUNNTT KEEP PROMISES APOLOGIZE CLARIFY EXPECTATIONS TREAT OTHER KINDLY UNDERSTAND OTHERS LOYALITY TO THE ABSENT
  • 141.
    • The 7habits of highly effective people is a holistic, integrated, principle centered approach for solving our personal and professional problems • Principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.