Download - 7 Habits of Highly Effective People
The Seven Habits of Highly Effective People
The 7 Habits Effectiveness Process provides the foundation necessary
to foster change and improvement at the personal, interpersonal,
managerial, and organizational levels.
The 7 Habits will help our organization experience:
Increased overall effectiveness;
Strengthened relationships at all levels;
A heightened ability to cope with change;
Reduced turnover rates through an increase in the
ability of employees to see the "big picture" and commit to
the organization's strategy and vision;
Improved quality through greater collaboration of
cohesive work teams;
Better client relations and enhanced customer loyalty;
Fewer misunderstandings, which result in the loss of time and money;
Improved innovation, decision-making, and problem-solving
capabilities by improving skills of cooperation.
The 7 Habits will help our organization experience:
DESIRED RESULTS
Positive Frame of Mind
Grasp, Sustain & Internalise Fundamental Principles enabling Applications in daily life
Under Complex & Dynamic Environmental Pressures, How does one prioritize & sustain Fundamental Principle effectively
Internalise & Act out these 7 Habits - Live these Habits
Transfer to others to create cultural change
Learn, do Introspection, Discover Gaps & Bridge them.
Effective practical way of using 7 Habits in Indian Context to work as a Cohesive Group
Determine what is lacking in us & work on one or two first
Create a plan to put to practice
Move from urgency to importance
To apply the habits at work and at home and enjoy life more
Create highly effective individuals & a highly effective organisation by applying these principles
Achieve spectacular results by determining what are the most important things to do
Discover & build on Inherent strengths
How do you want the right things so that you will do something about it?
How do we ‘Practice’ Excellence so that it becomes a Habit?
To make things these principles a culture in MAHINDRA & MAHINDRA
It should lead to highly effective Teamwork and Leadership
Improve sensitivity through Habits of Listening and Empathy
To understand these 7 Habits thoroughly, try to Internalise & apply & seek total transformation
How to increase the Emotional Bank Account
How do we manage ownership of results that a team is responsible for?
Foundation Principles
• Introduction• The Maturity Continuum• Principles• Paradigms• Processes• P / PC Balance - the principles of effectiveness
DEVELOPING HABITS
KNOWLEDGE[What To, Why To]
HABITS
SKILL[How To]
DESIRE[Want To]
A habit is defined as the intersection of knowledge, skill & desire.
Knowledge is understanding - What to do & Why to do it.Skill is knowing - How to do it.Desire is motivation or - Want to do it.
DEVELOPING HABITS
KNOWLEDGE[What To, Why To]
H
SKILL[How To]
DESIRE[Want To]
Think of a significant problem or challenge in both of the following areas:
• Personal• Professional
What knowledge, skill, and / or desire do you need to develop to meet the problems or challenges you listed above?
Character & Personality
Personality
Character
InterpersonalTrust
PersonalTrustworthiness
• Start with own character building first
H 4,5,6
H 1,2,3
NEXT 50 YEARS : 1926 -1976
PERSONALITY
CHARACTER
1st 150 YEARS : 1776 -1926
DOING
BEING
Image Techniques
Language Methods
Honesty Service Industry
Integrity Thrift Humility
K
S D
PAIN
GAIN
PROCESSES HABIT 2
A S T A R
REVIEW
APPLYACTION
STUDY
TEACH
ATTEND
ORGANISATIONAL - ALIGNMENT
MANAGERIAL - EMPOWERMENT
INTERPERSONAL - TRUST
PERSONALTRUST WORTHINESS
FOUR LEVELS OF LEADERSHIP
Trust
T/W
COMPETENCE• Knowledge• Skill
CHARACTER• Integrity• Maturity• Abundance Mentality
+
CHARACTER & COMPETENCE
4, 5, 6
1, 2, 3
INTER - PERSONALTRUST
PERSONALTRUSTWORTHINESS
MATURITY CONTINUUM
INTERDEPENDENCE
DEPENDENCE
PUBLIC VICTORY
PRIVATE VICTORY
1. Be Proactive
2. Begin with the end
in mind
3. Put First Things First
4. Think Win-Win
5. Synergize 1+1=3 or
more
6. S.F.T.UT.T.B.U
7. Sharpen the Saw
WE
I
YOU
DEPENDENCE
Relationships between• 7 Habits• Public Victory• Private Victory
MovIng
from
MATURITY CONTINUUM
INTERDEPENDENCE
DEPENDENCE
PUBLIC VICTORY
PRIVATE VICTORY
7. Sharpen the Saw
WE
I
YOU
INDEPENDENCE
Learn self mastery & self-discipline
Build deep, lasting,highly effective relationship with other people
T T
L L
CAPTURE EXPAND APPLY SHARE
BENEFITS :
Credibility due to it coming from real-life situations Learn better - learn twice Ability to contextualise to own situation Gain confidence Becomes a habit Creates trust and become trustworthy Helps create a community Greater clarity Internal control - practice what we preach Feedback Multiplier effect
Three - Person Teaching
3 PERSON TEACHING
1 2 3
CAPTURE EXPAND APPLY
BASIC CHANGE MODEL :
PARADIGMS
SEE
PRINCIPLES DO (Processes)
GET (Results)
CHANGE CYCLE MODEL
PARADIGMS
PROCESSES STAKEHOLDER NEEDS
PRINCIPLES
RESULTS BEHAVIORS
See
Do
CompetenceCharacter
On the jobGet
Anchor on
Systems, Strategy, Structure
Role
Personality
Character
Personal
Outside-In(Compliance)
Inside-out(Commitment)
Inter Personal
Managerial
Organisational
Trustworthiness
Trust
Empowerment
Alignment
P / PC BALANCE
P = PRODUCTION DESIRED RESULTS PRODUCED
PC = PRODCUTION CAPABILITY MAINTAINING, PRESERVING & ENHANCING THE RESOURCES THAT PRODUCE THE DESIRED RESULTS
INTER - PERSONAL
W / W RELATIONSHIP
E B A
MANAGERIAL
W / W AGREEMENTS
DR G R A C
THE EMOTIONAL BANK ACCOUNT
The Emotional Bank Account is a metaphor for the amount of trust that exists in a relationship. It suggests that every interaction with another human being may be classified as a deposit or withdrawal. Deposits buildand repair trust in relationships. Withdrawals lessen trust in relationships.
E. B. A.
Is a Metaphor for the amount of trust that exists in a relationship
Deposit
Withdrawal
E.B.A
DEPOSITS WITHDRAWALS
•Kindness & courtesy•Keeping promises•Honoring expectations•Loyalty to the absent•Making Apologies•Clear expectations•Constructive criticism
•Unkindness & discourteous•Breaking promises•Violating expectations•Disloyalty, Duplicity•Pride, Conceit, Arrogance•Unclear expectations•Destructive criticism
PRINCIPLES
Natural laws or fundamental truths.
VALUES
The worth or priority we place on people, things, ideas or principles.
• Universal, timeless• Produce predictable outcomes• External to ourselves• Operate with or without our understanding or acceptance• Self-evident and enabling when understood
• Self-chosen beliefs and ideals• Internal, subjective, based on how we see the world• Influenced by upbringing, society, and personal reflection
PRINCIPLES
PARADIGMS
PARADIGM
The way an individual perceives, understands and interprets the surrounding world. A mental map.
Individuals are products of learning and experience, and no two individuals share the same knowledge base or the same set of experiences.Consequently, no two people share identical paradigms.
PARADIGM SHIFT
If we want significant changes, first we must change our paradigms.Thomas Kuhn, the author of a landmark book. The Structure of ScientificRevolutions, made a point that almost every significant breakthrough in science is first a break with tradition, old ways of thinking, or old paradigms.
• Responding according to values• Accepting responsibility• Focusing on the Circle of influence• Becoming a Transition Figure
HABIT - 1
Be Proactive
3 Characteristics of a Proactive Person
• Responding according to the values• Accepting responsibility for their own behavior• Focusing on their Circle of Influence
Reactive Proactive
Outside influence Control response
Use freedom to make choices that best apply
WHERE DOES THE RESPONSE COME FROM?
FREEDOMTO
CHOOSEACCORDING
TO VALUES
STIMULUS RESPONSE
PROACTIVE REACTIVEVs
Self Awareness Imagination Conscience Independent Will
Genetic (G. Father DNA) Psychic (Father) Environmental (Boss, wife)
“BE PROACTIVE“
INDIVIDUALS ARE RESPONSIBLE FOR THEIR OWN CHOICES & HAVE THE FREEDOM TO CHOOSE
RESPONSIBILITY
RESPONSE ABILITY+
ABILITY TO CHOOSE YOUR RESPONSE
“BE PROACTIVE“
“ We who lived in concentration camps can remember the men who walked throughout the huts comforting others, giving away their last piece of bread. They may have been few in number, but they offer sufficient proof that everything can be taken away from a man but one thing: the last of the human freedom. - to choose one’s attitude in any given set of circumstances, to choose one’s own way.”
- Viktor Frankl Man’s Search for Meaning
REACTIVITYPROACTIVITY
Being anticipatory Taking initiative Being creative Being a risk-taker Excide Confidence Willingness to delegate Respond with empathy Willing to try new things Flexible Solutions orientation Concern for others Prevention - Orientation Team Player
VALUES - DRIVEN PRINCIPLES
FEELINGS DRIVEN
Wait for things to happen Exhibit emotion Find reasons for failure Defensiveness Does not take responsibility Aggressive tendencies Poor listener Self - centered Defensive Blaming mindset Problem - oriented
4 Human Endowments
Self awareness Examining thoughts, moods, and behaviors.
Imagination Visualizing beyond experience and present reality
Conscience Understanding right and wrong, and following personal integrity
Independent will Acting independent of external influence
Theories of Determinism
Reactive people blame their attitude & behavior on things they think they cannot control. They respond to stimulus, often attributing their behavior to three determinants:
Genetic - Trait we inherited. Psychic - Our upbringing. Environmental - Our surroundings.
The Circle of Influence
Circle of Influence
A person's Circle of Concern comprises
all matters about which he or she cares.
A person’s Circle of influence includes
those things he or shecan affect directly.
“ You can choose your actions, but you cannot choose the consequences. They are governed by natural laws or principles.”
- Stephen R. Covey
Expanding your Circle of Influence
Circle of Influence
Proactive Focus“ I choose to go”
Circle of Influence
Reactive Focus“ I Have to go”
Some Quotes
“ Nothing can make you feel inferior without your consent.”- Eleanor Roosevelt
“ They cannot takeaway our self-respect if we do not give it to them.”- Mahatma Gandhi
Any Questions?
HABIT - 2
BEGIN WITH THE END IN MIND
ALL THINGS ARE CREATED TWICE PHYSICAL CREATION BEGINS AS A MENTAL CREATION - AS A THOUGHT THE EXTENT DETERMINES SUCCESS WORK WITH YOUR MIND TILL YOU GET CLEAR IMAGE OF WHAT YOU WANT TRUE IN ALL AREAS OF LIFE LEADERSHIP - 1ST CR, MANAGEMENT - 2ND CR IF NOT DEVELOP - OTHERS TAKE OVER HABIT 2 SAYS “WRITE THE PROGRAMME”
HABIT - 2 - SUMMARY
First (Mental) Creation
Habit of Personal Leadership
Rescript Ineffective Thoughts & Behaviour
Center that Guides our Decisions and Motivates
Principle Centered
Personal Mission Statement
Personal Mission Statement is as Road An Act of Discovery as a Creation
Roles and Goals give Measure and Object to Life
PMS
INTERNAL MONITOR - A Conscience
“We need to ANSWER our OWN QUESTION” Way to respond life is being responsible
A PERSONAL CONSTITUTION
What I want to haveWhat I want to doWhat I want to be
H 1 Says : You are the ProgrammeScope : Write
SOP to Write M.S.
INTROSPECT ANALYZE
RERIGHT BRING OUTMISSION STATEMENT
Review Regularly+
Make changes as per additional insights or Changing Circumstances
Lead Time : Several Weeks / MonthsScope : Measurement tape for everything else in our life
Results you want to acheive
• List the things you want to have that you feel are important
• Identify the five most important items
Results you want to acheive
• List the things you want to have that you feel are important
• Identify the five most important items
CLOCK
Q I• Achievement• Involvement• Value - Addition• Delighted• Challenged• Indispensable• Burnt-out• Fire-fighting• Stress• No L-T focus• Live for Today• Reactive• No creativity
Q II• Satisfaction• At peace• Creative• In control• Self motivated• Involved• Satisfaction of having avoided• Future urgencies• Strategic Orientation• Proactive• Lost• No immediate feedback• Lacking sense of achievement
Q III• Some Satisfaction• No stress• Avoiding Crises• Relaxed• Highly Stressed• Irritated• Non-value additional• Lost• Acting on others Priorities• De-motivating • Being Used• Wasted
Q IV• Freak - off• Paid holiday• Time to introspect• Frustrating• Stupid• Direction - less• Disastrous• De - motivated• Neglected
COMPASS
IMPORNTANT
NOT
IMPORNTANT
URGENT NOT URGENT
PRE-REQUISITES FOR SYNERGY
Private Victory
H 4 & 5
Common Purpose, Vision, Mission, Values - Passion & Energy
Value the Difference
Interaction Ground Rule
Humility
SYN ERGY
WORK TOGETHERFOR A GREATERMUTUAL BENEFIT
D
A1st
CCOMPROMISE
B2nd
SYNERGY3rd ALTERNATIVE
WIN - WIN
LEVELS
Ignoring- Not Listening
Pretending
Selective- Partial Listening
Attentive Self - Referenced
Empathic - Holistic Listening Other - Referenced
HABIT - 3
(HABIT OF PERSONAL MANAGEMENT)
1. Proactive2. Mission (End in Mind) (Blue Print)3. Action : Building : Private victory “FIRST THING FIRST”
1. Imagination2. Conscience3. Self awareness4. Independent Will
EMPOWERMENT come from learning how to use this great endowment in the decision we make from day to day (Function of Personal Integrity)(Comes From WITHIN)
LASTLY
“ Everything Can Be Taken Away From A Man
BUT ONETHING
The last of the Human FREEDOMS
TO CHOOSE ONE’s ATTITUDE IN ANY set of CIRCUMSTANCES TO CHOOSE ONE’s OWN WAY
“BECOMING A TRANSITION FIGURE”(IN THE ORGANISATION CONTEXT)
HABIT - 1
Responding according to values Accepting responsibility (ownership) Focus on the circle of influence (not on the circle of concern) “Become a transition figure”
MAKING A DIFFERENCE
With COURAGE & CONVICTION Rising above the FEELING OF HELPLESSNESS(Eg. I am just a small fry ! What can I do? Its not my problem - let the management bother about it!)
PRESENTPAST FUTURE
GOOD
Eg. Ugandan Football Player
BAD
Positive & Proactive Actions In the Family At Work For the Community
It is no easy to blame the system“The management does not listen”- But What Am I Doing About This Issue !
FOCUS ON THE CHALLENGE - NOT THE PROBLEM
Eg. IDAM, SAHYOG (FAZILKA), APRIL 2000 REVIEW
“ANY TIME YOU THINK THERE IS A PROBLEM OUT THERE THAT ITSELF IS THE BIGGEST PROBLEM” - S. C.
IMPORTANCE
URGENCY
An activity is Important if you personally find it valuable, and if it contributes to your MISSION, VALUES and HIGH PRIORITY GOALS
An activity is urgent if you or others feel that it requires immediate attentions
NEXT STEPS FOR M & M
1. Focus on QII Activities• 6 steps Approach• My Area
2. Reduce time spent on QI & QII thro’ better preparation & planning• Target• How
3. Only by saying no the unimportant can we say yes to the important QII• Examples - No Interruptions
- Some Reports4. Improving P & P/C balance - building relationship
• Examples - Weekly Schedule Adherence- Pressing Issues
5. Reduce QIII & QIV time• Eliminate QIV Activities
6. Review time spent in Different Quadrants & draw up Improvement Plan & Targets
• QI + QIII Time Target from 68% to 50% Dec’ 00
50% to 40% Mar’ 01• QIV Time Target from 8% to < 1% (60 hrs/week) > 2 hrs/week Sep’ 00 > 1/2 hr/week Dec’ 00E.g.Meetings Over Lunch or clubbed with L. Timings
Performance Agreement
Date - 8th July, 2000MOP - Schedule AdherenceBetween - PUL & PGL (SYG) - EPUDesired Results - Daily Schedule Adherence from 78% in F2000 to 98% by F-2001Guidelines - Can meet SCPC, other Mfg. Operation Manager keeping Inventory levels as per targetsResources - Quarter / Weekly plan
PU planner, other Mfg. Operation Manager, SCPC Cost A/cAccountability - SYG will review weekly schedule adherence and Quarterly report will be published
F2000 F2001 Q1 Q2 Q3 Q4 78% 80% 90% 95% 98%
Consequences - Performance Pay accordingly
WIN - WIN Agreement
• Gives Definition and Direction to W-W• Effective tool for establishing w-w foundation necessary for long term effectiveness• Creates clear Mutual Understanding
5 ELEMENTS “DR. GRAC”
DR. - Desired Results - Clarify End in Mind, What / When OBJECTIVES
G - Guidelines - Specify Boundaries, Deadlines, Principles, Policies
R - Resources - Organisation Support (H, T, F)A - Accountability - Sets Targets / Std of performance and
time EvaluationC - Consequences - Specify Good & Bad as a result of the
evaluation
Achieve W-W situation with W-W systems and Process
HABIT - 4
THINK WIN - WIN
Thing which matter must never be at the mercy of things which matter least
Principles, Paradigms & ProcessesAn Underlying Principle
Effectiveness requires balancing important Relationships, Roles & Activities
Key Paradigms:• Things which matter most never be at the mercy of things which matter least• I will improve P/PC balance within my circle of influence• I will focus on important instead of urgency• I will fulfill mission by acting on important goals in my key roles
Key Process:• Focus on the truly important and say to no to the unimportant • Focus on Q-V activities• Plan weekly & Implement daily based on your Mission, Roles, Goals & Priorities
Win - Win is a belief in the third Alternative. Its not your way or my way:
It’s a better way
Principles, Paradigms & Processes:• An underlying principles effective, long-term relationships require mutual Benefits • Key Paradigms “ I seek the ;benefits of others as well as my own” I get better results in my relationships by co-operating interdependently then by competing independently • Key Process• Balance courage and consideration in seeking mutual benefits• Persists in looking for Win - Win outcomes despite past win - lose conditioning
SIX PARADIGMS OF HUMAN INTERACTION
1. WIN - LOSE
People want to win and they want others to lose
Achieve success at the expense of others
Driven by competition, comparison, position and power
Characteristics
Common scripting for most people
Authoritarian approach
Uses position, power, personality
Boss - Subordinate relationship
2. LOSE - WINShow high consideration for othersLack courage and act on feeling and beliefsEasily intimidated and borrow strength from acceptance and popularity
CharacteristicsVoices no demands, expectationsQuick to please or appease
Weak Management in dealing with Union
3. LOSE - LOSELow on courage and considerationPut themselves and others down
CharacteristicsMindset of a highly dependent individualNobody benefits
4. WIN
Think only about themselves
Don’t want others to lose
Think independently in interdependent situations
Lack of sensitivity or awareness of others
Characteristics
Self centered
Think ‘Me First’
Doesn’t care if other’s win or lose
People who choose to win and make sure others win too.
Characteristics
Seek mutual benefit
Co-operative and not competitive
Listens, communicates with consideration for
others
WIN - WIN or NO DEAL
Characteristics
Allows the party to say NO
Most realistic at the beginning of a relationship
PRINCIPLES
Natural Laws / Fundamental Truth
Universal / Timeless
Predictable outcomes
eg : honesty, non-violence, respect
VALUES
Worth or priority to people, things and ideas
Self chosen beliefs and ideals
PARADIGMS
Way we see the world
eg. Copernicus
Group exercise
SOCIAL MIRROR
Way we see ourselves
SELF FULFILLING PROPHESY
Way we see others
BLOCKS
Defensiveness Insecurity
Prior _ NEExperiences
EGO Power Centrics
Not Team Players
Clarity of Goals
AttitudeLack of Maturity /
CourageCulture
Hierarchy
Lack of TrustPoor
Communication
Lack ofT / P
InternalCompetition
Prejudice
ClosedMindset
CELEBRATE
VALUE
ACCEPT
TOLERATE
LEVERAGE(SELF)
TRANSFER(ORGANISATION)
CONSCIOUSCOMPETENCEPRINCIPLES
UNCONSCIOUSCOMPETENCE
PRACTICES
PROSPER
CHANGE
SUFFER