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. It describes the key aspects of each habit. For example, habit 1 involves focusing on things within your circle of influence rather than concerns. Habit 2 involves creating a personal mission statement and aligning your actions with your goals. Habit 3 involves prioritizing important tasks over urgent tasks using a time management matrix. The document provides an overview of Covey's model for developing effectiveness.

1. The 7 Habits of
Highly Effective People
• There is no real excellence in all this world
which can be separated from right living

2. 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

3. 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

5. 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

6. The Seven Habits Paradigm
1
Be
proactive
Dependence
Independence
Interdependence
PRIVATE
VICTORY
PUBLIC
VICTORY

7. 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.

8. 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.

9. The Maturity Continuum

10. CIRCLE OF
INFLUENCE

11. CIRCLE OF
INFLUENCE

12. Habit 1
BE PROACTIVE
1
Be
proactive

13. 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

14. PROACTIVE MODEL
Freedom
To
Choose
Stimulus Response
Self-
Awareness
Imagination Conscience
Independent
Will
Happiness is like unhappiness, a proactive choice

15. 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

16. 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.

17. 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

18. No Concern
Circle of Concern

19. Circle of Concern
Circle of Influence

20. 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)

21. Habit 2
BEGIN WITH THE END IN MIND
1
Be
proactive
2
Begin
with the
End in Mind

22. • 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?

23. 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

24. 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

25. • 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

26. Circle of Concern
Circle of Influence
• Our deepest center:
– Work
– Family
– Spouse/Husband
– Friend
– Religion
– Self
– Pleasure
– Possessions
– Money
– Enemy

27. CENTER
Security
Power
Wisdom Guidance

28. Our four life-supporting factors derive from
the very center of our circle of influence
• SECURITY: Sense of worth, self esteem
& personal strength
• GUIDANCE: Source of direction in life
• WISDOM: Perspective on life
• POWER: Decision making ability

29. • 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.

30. • 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.

31. Habit Two
Begin with the End in Mind
The Habit of Personal Leadership

32. 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.

33. 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.

34. 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)

35. 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.

36. WEEKLY ORGANIZING
Roles Goals Plans
Schedule
Delegate
Mission
Statement Roles Goals
LONG-TERM ORGANIZING

37. 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.

38. Time management matrix
I - Procrastinator
Urgent
Important
2-Prioritizer
Not Urgent
Important
III – ‘Yes Man’
Urgent
Not Important
IV - Slacker
Not Urgent
Not Important

39. The Time Management Matrix
Urgent & Important
Activities Results
• Crises
• Pressing problems
• Deadline-driven projects
• Stress
• Burnout
• Putting out fires
I

40. The Time Management Matrix
Not urgent but Important
Activities Results
• Prevention, PC activities
• Relationships building
• Recognizing new
opportunities
• Planning recreation
• Vision
• Balance
• Discipline
• Control
• Few crises
II

41. The Time Management Matrix
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
III

42. The Time Management Matrix
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
IV

43. . Crisis
. Pressing problems
. Deadline-driven projects,
meetings, preparations
. Preparation
. Prevention
. Values clarification
. Planning
. Relationship building
. True re-creation
. Empowerment
. 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
I II
III IV
Urgent Not Urgent
Important
Not
Important

44. Habit Three - Put First things First
The Habit of Personal
Management
URGENT
IMPORTANT
NOT URGENT
NOT
IMPORTANT
Crises
Managemen
t
Attach to
Mission
Distraction
s Time
Wasters

45. 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”

46. 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.

47. 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

48. Public Victory
There can be
no
friendship
without
confidence,
and no
confidence
without
integrity.
1
Be
proactive
3
Put First
Things First
PUBLIC
VICTORY

49. 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

50. • Six major deposits
– 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

51. • Six major deposits
– 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

52. • Six major deposits
– 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
PRINCIPLES OF INTERPRSONAL
LEADERSHIP

53. 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.

54. 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.

56. 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.

57. Habit 4
THINK WIN WIN
We have
committed the
Golden Rule to
memory; let us
now commit it to
life”
1
Be
proactive
3
Put First
Things First
Think
Win/Win
4

58. Six Paradigms of human
interactions:
• Win/win
• Win/lose
• Lose/win
• Lose/Lose
• Win
• Win/win or no deal

59. 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.

60. 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”.

61. 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.

62. 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.

63. 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”.

64. 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”.

65. Five Dimensions of Win/Win
1 2 3
Win/Win
Character
Win/Win
Relationship
Win/Win
Agreements
Supportive Systems (4) and Processes (5)

66. 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

68. 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.

69. • 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

70. • 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.

71. • 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

72. Habit 5
SEEK FIRST TO UNDERSTAND THEN TO BE
UNDERSTOOD
The heart has
its reasons
which reason
knows not of.
1
Be
proactive
3
Put First
Things First
Seek First to Understand
Then to be
Understood
5

73. 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.

74. 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)

75. – 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

76. • Then seek to be understood
– Requires high level of courage
– Equally critical in reaching win/win solutions.
Principles of Empathic Communication

77. 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

78. Principles of Creative Cooperation
Defensive (Win/Lose or Lose/win)
Respectful (Compromise)
Synergistic (Win/Win)
Low
TRUST
High
LEVELS OF COMMUNCIATION
COOPERATION
Low High

79. • 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.

80. 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.

81. 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.

82. 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

83. Habit Six - Synergize
The Habit of Creative Cooperation
Defensiveness Fear Fixation Ego
Anger Anxiety Jealousy

84. 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 ?

85. Habit Six - Synergize
The Habit of Creative Cooperation
Tolerate
Accept
Value
Celebrate

86. 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

87. • 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

88. 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.

89. Habit Seven - Sharpen the Saw
The Habit of Renewal
Physical (Body):
We build physical wellness through proper nutrition, exercise, rest
And stress management.
We can sharpen the Saw in Four Areas :
Mental (Mind) :
We increase mental capacity through, reading, writing, and thinking.

90. Habit Seven - Sharpen the Saw
The Habit of Renewal
Spiritual (Spirit):
We develop spiritually through reading inspiring literature, through
meditating and praying and through spending time with nature.
We can sharpen the Saw in Four Areas :
Social / Emotional (Other Relationships) :
We mature socially and emotionally by making consistent, daily
Deposits in the Emotional Bank Account of our key relationships.

91. • It’s exercising the four dimensions of our
nature regularly and consistently, in wise
and balanced way.

92. 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”.

93. The upward spiral of growth