2. The 7 Habits of
Highly Effective People
• There is no real excellence in all this world
which can be separated from right living
3. • 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?
4. The Key for Successful Living
Personality Ethic
Character Ethic
Focus on attitude and To change the situation first
behavior minor change
we have to change ourselves
and our perceptions
significant, quantum change
Works in short term situation Has personal worth in the
(symptomatic treatment)
long term relationship
Social band aids that treats Treats the underlying chronic
only
acute
problems problem
temporarily
5. 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.
6. 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.
7.
8. • 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.
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 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
11.
12. 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
14. 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.
15. 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.
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.
25. 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)
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
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
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
33. Circle of
Circle of Influence
Concern
Circle of
Circle of Influence
Concern
PROACTIVE FOCUS
REACTIVE FOCUS
(Positive energy enlarges
the Circles of Influences)
(Negative energy reduces
the Circles of Influences)
34. Habit 2
BEGIN WITH THE END IN MIND
1
Be
proactive
2
Begin
with the
End in Mind
35. • 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?
36. 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
37. 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
38. • 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
39. Circle of Concern
Circle of Influence
• Our deepest center:
–
–
–
–
–
–
–
–
–
–
Work
Family
Spouse/Husband
Friend
Religion
Self
Pleasure
Possessions
Money
Enemy
41. Our four life-supporting factors derive from
the very center of our circle of influence
• SECURITY: Sense of worth, self esteem
SECURITY
& personal strength
• GUIDANCE: Source of direction in life
GUIDANCE
• WISDOM:
WISDOM
Perspective on life
• POWER:
POWER
Decision making ability
42. • 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.
43. • 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.
45. 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.
46. 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.
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
PUT FIRST THINGS FIRST
3
Put First
Things First
1
Be
proactive
Things which
matter most must
never be a the
mercy of things
which matter
least.
50. 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.
51. Time management matrix
I - Procrastinator
Urgent
Important
2-Prioritizer
Not Urgent
Important
III – ‘Yes Man’
Urgent
Not Important
IV - Slacker
Not Urgent
Not Important
52. The Time Management Matrix
I
Urgent & Important
Results
Activities
• Crises
• Stress
• Pressing problems
• Burnout
• Deadline-driven projects • Putting out fires
53. The Time Management Matrix
II
Not urgent but Important
Activities
Results
• Prevention, PC activities • Vision
• Relationships building
• Balance
• Recognizing new
opportunities
• Discipline
• Planning recreation
• Few crises
• Control
54. The Time Management Matrix
III
Urgent but Not Important
•
•
•
•
Activities
Interruptions, some calls
Some mail, some reports
Some meetings
Proximate, pressing
matters
• Popular activities
Results
• Short-term focus
• Crisis management
• Feel victimized, out of
control
• Broken relationships
55. The Time Management Matrix
IV
Not Urgent & Not Important
Activities
•
•
•
•
•
Trivia, busy work
Some mail
Some phone calls
Time wasters
Pleasant activities
Results
• Dependent on others
• Total irresponsibility
• Fired from jobs
56. Not Important
Important
Urgent
I
.
.
.
Crisis
Pressing problems
Deadline-driven projects,
meetings, preparations
III
.
.
.
.
.
Interruptions, some
phone calls
Some mail, some reports
Some meetings
Many proximate,
pressing matters
Many popular activities
Not Urgent
II
.
.
.
.
.
.
.
Preparation
Prevention
Values clarification
Planning
Relationship building
True re-creation
Empowerment
IV
.
.
.
.
.
.
Trivia, busywork
Some phone calls
Time wasters
“Escape” activities
Irrelevant mail
Excessive TV
57. Habit Three - Put First things First
The Habit of Personal
Management
URGENT
Attach to
Mission
IMPORTANT
Crises
Management
NOT URGENT
NOT IMPORTANT
Distractions
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
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
• 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
64. PRINCIPLES OF INTERPRSONAL
LEADERSHIP
• 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
65. PRINCIPLES OF INTERPRSONAL
LEADERSHIP
• 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
66. 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.
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.
68.
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
THINK WIN WIN
Think
Win/Win
4
3
Put First
Things First
1
Be
proactive
We have
committed the
Golden Rule to
memory; let us
now commit it to
life”
71. Six Paradigms of human
interactions:
•
•
•
•
•
•
Win/win
Win/lose
Lose/win
Lose/Lose
Win
Win/win or no deal
72. 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.
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 of Win/Win
1
2
3
Win/Win
Character
Win/Win
Relationship
Win/Win
Agreements
Supportive Systems (4) and Processes (5)
79. 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
80.
81. Abundance Mentality
Scarcity Mentality
There’s only one pie
Abundance Mentality
There is plenty for
everybody
Sense of worth and
Define themselves form
security comes from being within
compared
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/lose)
(win/win) and practice competition
– 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
SEEK FIRST TO UNDERSTAND THEN TO BE
UNDERSTOOD
Seek First to Understand
Then to be
Understood
5
3
Put First
Things First
1
Be
proactive
The heart has
its reasons
which reason
knows not of.
86. 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.
87. 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)
88. 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
89. Principles of Empathic Communication
• 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:
Synergize
6
In crucial things
unity
In Important things
3
Put First
Things First
1
Be
proactive
diversity
In all thing
generosity.
91. Principles of Creative Cooperation
LEVELS OF COMMUNCIATION
High
Synergistic (Win/Win)
Respectful (Compromise)
TRUST
Defensive (Win/Lose or Lose/win)
Low
Low
COOPERATION
High
92. • 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.
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
To Synergize is Not
•A brainstorming free-for-all.
•Examining exploring, seeking diverse
perspectives openly enough to alter or
complete your paradigm
•Accepting others’ ideas as full truth.
•Cooperating
•Win-lose competition.
•Having a mutually agreed-upon end in mind.
•Group think (giving in to peer pressure).
•Worth the effort and highly effective
•Always easy.
•A process.
•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
Defensiveness
Anxiety
Fear
Fixation
Jealousy
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
Celebrate
Value
Accept
Tolerate
99. Habit 7
SHARPEN THE SAW
PRINCIPLES OF BALANCED SELF-RENEWAL
3
Put First
Things First
1
Be
proactive
Sometimes
when I
consider what
tremendous
consequences
come from
little things…
I am tempted
to think..
There are no
little things.
100. • 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
MENTAL
Reading, Visualizing,
Planning, Writing
SPIRITUAL
Value Clarification &
Commitment, Study &
Meditation
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 exercising the four dimensions of our
nature regularly and consistently, in wise
and balanced way.
105. 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”.
107. P ARADIGM S HIFTS
A BREAK FROM
TRADITIONAL WISDOM
TOWARD
7 HABITS PRINCIPLES
Habit 1
We are a product of our environment
and upbringing.
Habit 2
Society is the source of our values.
Habit 3
Reactive to the tyranny of the urgent.
Acted upon by the environment.
We are a product of our choices to our
environment and upbringing.
Values are self-chosen and provide
foundation for decision making. Values
flow out of principles.
Actions flow from that which is
important.
Habit 4
Win-lose.
One-sided benefit.
Win-win.
Mutual benefit.
Habit 5
Fight, flight, or compromise when
faced with conflict.
Communication solves problems.
Habit 6
Differences are threats.
Independence is the highest value.
Unity means sameness.
Entropy.
Burnout on one track - typically work.
Differences are values and are
opportunities for synergy.
Habit 7
Continuous self-renewal and selfimprovement.
108. B E P ROACTIVE
I can forgive, forget, and let
go of past injustices
I choose my attitude,
emotions, and moods
I’m the creative force of my life
I’m aware that I’m responsible
109.
110.
111.
112. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 1
Be Proactive.
Proactive people take
responsibility for their own
lives. They determine the
agendas they will follow
and choose their response
to what happens around
them.
Be Reactive.
Reactive people don’t take
responsibility for their own
lives. They feel victimized,
a product of
circumstances, their past,
and other people. They do
not see as the creative
force of their lives.
113. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 2
Begin with the End in
Mind. These people use
personal vision, correct
principles, and their deep
sense of personal
meaning to accomplish
tasks in a positive and
effective way. They live
life based on self-chosen
values and are guided by
their personal mission
statement.
Begin with No End in
Mind. These people lack
personal vision and have
not developed a deep
sense of personal meaning
and purpose. They have
not paid the price to
develop a mission
statement and thus live
life based on society’s
values instead of selfchosen values.
114. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 3
Put First Things First.
These people exercise
discipline, and they plan
and execute according to
priorities. They also “walk
their talk” and spend
significant time in
Quadrant II.
Put Second Things First.
These people are crisis
managers who are unable
to stay focused on highleverage tasks because of
their preoccupation with
circumstances, their past,
or other people. They are
caught up in the “thick of
thin things” and are driven
by the urgent.
115. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 4
Think Win-Lose or LoseWin. These people have a
These people have
scarcity mentality and see
an abundance mentality
life as a zero-sum game.
and the spirit of
They have ineffective
cooperation. They achieve
communication skills and
effective communication
low trust levels in their
and high trust levels in
Emotional Bank Accounts
their Emotional Bank
with others, resulting in a
Accounts with others,
defensive mentality and
resulting in rewarding
adversarial feelings.
relationships and greater
power to influence.
Think Win-Win.
116. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 5
Seek First to Understand,
Then to Be Understood.
Through perceptive
observation and empathic
listening, these nonjudgmental people are
intent on learning the
needs, interests, and
concerns of others. They
are then able to
courageously state their
own needs and wants.
Seek First to Be Understood
These people put forth their
point of view based solely
on their auto-biography and
motives, without attempting
to understand others first.
They blindly prescribe
without first diagnosing the
problem.
117. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 6
Synergize.
Effective people know
that the whole is greater
than the sum of the
parts. They value and
benefit from differences
in others, which results
in creative cooperation
and team-work.
Compromise, Fight, or Flight
Ineffective people believe
the whole is less than the
sum of the parts. They try
to “clone” other people in
their own image. Differences
in others are looked upon as
threats.
118. S EVEN H ABITS OF
H IGHLY E FFECTIVE P EOPLE
EFFECTIVE PEOPLE
INEFFECTIVE PEOPLE
HABIT 7
Sharpen the Saw.
Effective people are
involved in self-renewal
and self-improvement in
the physical, mental,
spiritual, and socialemotional areas, which
enhance all areas off their
life and nurture the other
six habits.
Wear Out the Saw.
Ineffective people fall
back, lose their interest,
and get disordered. They
lack a program of selfrenewal and selfimprovement and
eventually lose the cutting
edge they once had.
121. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
The Seven Habits center on
timeless and universal principles
of personal, interpersonal,
managerial, and organizational
effectiveness. Listed below are the
seven principles upon which the
Seven Habits are based-principles
which are in our circle of influence.
122. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
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. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
3.
The principle of staying positive and optimistic,
radiating positive energy - including avoiding the four
emotional cancers (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. S EVEN P RINCIPLES UPON
W HICH THE S EVEN H ABITS A RE B ASED
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. P YRAMID
OF I NFLUENCE
TEACHING
RELATIONSHIP
EXAMPLE
126. E FFECTIVE H ABITS
Knowledge
(what to, why to)
Skills
(how to)
HABITS
Desire
(want to)
129. F OUR U NIQUE H UMAN E NDOWMENTS
1.
Self-Awareness
We begin to become self-aware and
explore the programs we are living out. We
come to realize that we stand apart from our
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. F OUR U NIQUE H UMAN
E NDOWMENTS
2.
Conscience
Our conscience is our internal sense of
right and wrong, our “moral nature.” It is the
“greater harmonizer” and “balance wheel” of
all the principles that govern our behavior.
Our conscience gives us a sense of the
degree to which our thoughts and actions are
in harmony with our principles.
131. F OUR U NIQUE H UMAN
E NDOWMENTS
3.
Power of Imagination
We can visit the power of the mind to
create or to imagine that which does not exist
now. In that imagination lie our faith and our
hope for the future. We look at what is
possible, what we can envision.
132. F OUR U NIQUE H UMAN
E NDOWMENTS
4.
Willpower or Independent Will
Willpower refers to our determination,
our resoluteness - our ability to act based
solely on our self-awareness. We ask
ourselves, “Am I really willing to to the
distance on my mission statement?” “Am I
willing to walk my talk?” “Am I really willing
to put first things first in spite of external
distractions and pressures?” “Am I going to
live a life of total integrity?”
133. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
Developing a mission statement is
foundational to Habit 2, Begin with the
End in Mind. It sets general guidelines
for our life based on our values and our
roles and goals. There are four basic
characteristics of good mission
statements, whether they be personal,
family, or organizational mission
statements.
134. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
1.
A mission statement should be timeless and
changeless. Because goals are not timeless, they should
not be included. Mission statements should be based upon
unchanging core principles that operate regardless of
present realities or situations. This changeless core will
enable us to live with changes inside other people and
inside the environment. As our consciousness grows and
we mature, we will gradually strengthen, deepen, and
improve our mission statement. Nevertheless, we should
always initially write our mission statement as if it will
never change - as if it were timeless.
135. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
2.
A mission statement should deal with both
ends and means. Ends have to do with what
we are about. Means have to do with how
we go about achieving those ends. Principles
are what we implements to achieve those ends.
Ends and means are inseparable. In truth,
ends preexist in the means. “You’ll never
achieve a worthy end through unworthy
means.”
136. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
3.
A mission statement should deal with all
four of our basic needs:
a. To live (our physical and economic
needs)
b. To love and to be loved (our cultural
and
social ends)
c.
To learn (our needs to grow,
develop, be
recognized, and be
useful)
d. To leave a legacy
(our spiritual need for
meaning, for feeling that life matters,
that
we add value and make a
difference.
137. B ASIC C HARACTERISTICS OF
G OOD M ISSION S TATEMENTS
4. A mission statement should deal with all the
significant roles of our life, such as a parent,
teacher, manager, 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. S IX L EVELS
OF I NITIATIVE
6
Use own judgement, not necessary to report
5
Use own judgement, report routinely
4
Use own judgement, report immediately
3
Bring recommendations
2
Ask for instructions
1
Wait for instructions
139. P ERSONAL I MMUNE S YSTEM
Time wasters
Interruptions
Live the Seven Habits
Spend time
in Quadrant II
Follow correct
principles
Pressing
problems
Crises
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
Duplicity
Unkindness
Violated
expectations
Outside stress
and pressures
141. • 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.
