HABIT 3 Presented to:-

Col: Zulfiqar Ahmad Iqbal

Presented By:

Muhammad Shahroze IlyasMubeen Abdul ShakoorAdeel Asif

7 Habits Of Highly Effective People

• The 7 Habits of Highly Effective People provides a holistic, integrated approach towards personal and interpersonal effectiveness. Habits are patterns of behavior that involve three overlapping components: knowledge, desire, and skill. Because these three components are learned rather than inherited, our habits are our second nature, not our first. Thus, we are not our current habits. We can make or break our habits.

Habit 1• Be Proactive:Change starts from within, an highly effective people make the decision to improve their lives through the things that they can influence rather than by simply reacting to external forces

Habit 2Begin with the end in mind:Develop a principle centered personal mission statement. Extend the mission statement into long term goals based on personal principles.

Habit 3Put first Thing First :Habit 3 is the fulfillment, the actualization, the natural emergence of habits 1 and 2. Habits 1 and 2 are absolutely essential and prerequisite to habit 3. You can’t become principle centered without first being aware of and developing of your own proactive nature. You can’t become principle centered without first being aware of your paradigms and understanding how to shift them and align them with principles.You can become principle centered by practicing effective self management.

Independent willHabit 3 is the exercise of independent will towards becoming principle-centered.Power of independent will:The degree to which we have developed our independent will is measured by our principle integrity.Integrity is the value we place on ourselves.Effective management is putting first thing first.

Time managementTime management can be captured in single phrase:“ organize and execute around priorities.”Time management is an essential skill for personal

management.Personal management is the exercise of independent will to

create a life congurent with your values, goals and mission.

Four generation of time management

Generations of time managements develops to give more control of our lives.

1st: Notes and checklists2nd: Calendars and appointments books3rd : Prioritization, clarifying values, comparing the

relative of worth of activities4th : Preserving and enhancing relationships and

accomplishing results.

1st generationThe first generation of system is about “ reminders ” of our

task through notes and to-do list.

Second generationIt is about “ planning and preparation ”-looking ahead,

identifying deadlines and scheduling future events accordingly.

Tool used include calendars and appointment books.Through these tools we became more organized and

prepared, such as for meetings and appointments.

Third generationIt is about “ prioritizing, planning and controlling ”It includes clarifying of values and goal setting based on

those values.It Also includes the concept of daily planning, making

specific plans to accomplish those goals and activities determined to be of greatest worth.

Fourth generationRather than focusing on things and time, fourth

generation expectations focus on preserving and enhancing relationships and accomplishing results.

It is principle-centered.It is conscience-directed.It defines your unique mission, including values and long

term goals.It helps you balance your life by identifying roles.

Time management matrix

Q1 :Urgent and importantShould only maintain those activities and responsibilities

that require your immediate attention.Usually these activities called “ crisis and problems ”When major crisis arises you will have to postpone other

task.These activities causes “ stress , anxiety and lousy

performance”

Q2 : not urgent but important

The quadrant of excellence.Quadrant 2 is not urgent, but can play a important role in future.Tasks of quadrant 2 are releated to health, education, and career.Results of spending time here are: Control of your life• Balance• High performance

Q3: urgent but not importantTasks appear to have high urgency but not important.For example, a ringing phone, that is important to others

but not important to you.Results of spending too much time here:Lack of disciplineBeing a people pleaser

Q4: not urgent and not important

Contains all those activities that do not contribute any value at all.

too much T.V., too much sleep, too much time on phone or web.

Results of quadrant 4 activities are:Lack of responsibilityGuilt

In which quadrant you would spend most of your time?

• Quadrant 2 is most important and heart of self management.

• it deals with things that are not urgent but important.• Investing time in these areas might not be urgent at

present, but in long time it will be of greatest importance.

How to increase time in quadrant 2?

Shrink quadrant 1 by starting things earlier.Say “ NO ” to quadrant 3 activities Learn to say NO to unimportant things.Cut down quadrant 4 activities Just do them less often.

Delegation Delegation is the assignment of any responsibility or

authority to another person ( normally from manager to subordinate ) to carry out specific activities.

Delegation means growth, both for individuals and for organization.

Transferring responsibility to other skilled and trained people enables you to give your energies to other high-leverage activities.

Delegate to time and to people

If we delegate to time, we think “ efficiency”Many people refuse to delegate to other people because

they feel it takes too much time and effort and they could do the job better themselves.

If we delegate to other people, we think “ effectiveness”Effectively delegating to others is perhaps the single most

powerful high-leverage activity.

Delegate to othersJ.c Penney quoted: The wisest decision he ever made was to “ let go” after

realizing that he couldn’t do it all by himself any longer. That decision enabled the development and growth of stores and people.

Ability to delegate to others is the main difference between the role of “manager” and “ independent producer”.

Role of producerA producer does whatever is necessary to accomplish

desired results, to get the golden eggs.A parent who washes the dishes.An architect who draws up BlueprintsA seceratary who types correspondence is a producer.

Role of managerManager sets up and works with and through people and

systems to produce golden eggs.A parent who delegates washing dishes to the child.An architect who heads a team of other architect A secretary who supervises other secretaries.

Comparison of manager and producer

Types of delegationThere are basically two types of delegation.

gofer delegationStewardship delegation

Gofer delegationYou hand people specific tasks as need arises and are

closely involved in supervising how they do them.The other person doesn’t utilize much independence

judgment.Responsibilities for results lies with you.In this approach the other person doesn’t grow because

this relationship doesn’t require the other person to use their wisdom or judgment. They are treated like a tool.

Stewardship delegation

Stewardship delegation has the aim of not just getting task done, but of building others through accomplishment of tasks.

Allows the individual to determine their own methods.The aim is accomplishment of the tasks and the good of

other person.