Transcript
Page 1: The Seven Habits of Highly Effective People

THE SEVEN HABITS THE SEVEN HABITS OF HIGHLY OF HIGHLY

EFFECTIVE PEOPLEEFFECTIVE PEOPLE

STEPHEN COVEYSTEPHEN COVEY

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PREVIEWPREVIEW Paradigms & PrinciplesParadigms & Principles Private Victory:Private Victory:

Habit 1: Be proactiveHabit 1: Be proactive Habit 2: Begin with the end in mindHabit 2: Begin with the end in mind Habit 3: Put first things firstHabit 3: Put first things first

Public Victory:Public Victory: Habit 4: Think Win/WinHabit 4: Think Win/Win Habit 5: Seek first to understand, then to be Habit 5: Seek first to understand, then to be

understoodunderstood Habit 6: SynergizeHabit 6: Synergize

RenewalRenewal: Habit 7- Sharpen the Saw: Habit 7- Sharpen the Saw

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PARADIGMS & PARADIGMS & PRINCIPLESPRINCIPLES

INSIDE OUTINSIDE OUT

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WHAT COVEY’S SON WHAT COVEY’S SON TAUGHT HIMTAUGHT HIM

If we want to change the If we want to change the situation, we have to change situation, we have to change ourselvesourselves

To change ourselves To change ourselves effectively, we have to effectively, we have to change our perceptions, the change our perceptions, the lens through which we see lens through which we see the worldthe world

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THE PERSONALITY & THE PERSONALITY & CHARACTER ETHICSCHARACTER ETHICS

According to the character According to the character ethic, true success & ethic, true success & enduring happiness can enduring happiness can result only when people result only when people learn and integrate basic learn and integrate basic principles of effective living principles of effective living into their basic character. into their basic character.

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THE PERSONALITY & THE PERSONALITY & CHARACTER ETHICSCHARACTER ETHICS

According to the personality ethic, According to the personality ethic, success is a function of:success is a function of: PersonalityPersonality

Public imagePublic image

Attitude & behaviorAttitude & behavior

Comn skills & techniquesComn skills & techniques

Two paths:Two paths: Human & public relations techniquesHuman & public relations techniques

Positive mental attitude (PMA). Positive mental attitude (PMA).

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BACK TO COVEYS’ SONBACK TO COVEYS’ SON Their techniques obsessed them Their techniques obsessed them

to the exclusion of genuine to the exclusion of genuine concernconcern

Began to see their role as being Began to see their role as being to affirm, enjoy & value himto affirm, enjoy & value him

Withdrawal of protective attitude Withdrawal of protective attitude pains, but results in confidence pains, but results in confidence & self-affirmation& self-affirmation

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PRIMARY & PRIMARY & SECONDARY SECONDARY GREATNESSGREATNESS

Personality building, comn Personality building, comn skills, positive thinking are skills, positive thinking are secondary, not primary, secondary, not primary, traits.traits.

In building, do not forget the In building, do not forget the foundation on which foundation on which everything else must rest.everything else must rest.

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PRIMARY & PRIMARY & SECONDARY SECONDARY GREATNESSGREATNESS

Personality ethics can win Personality ethics can win only short-term victories.only short-term victories.

You cannot cram on a farm.You cannot cram on a farm.

““What you are shouts so loudly What you are shouts so loudly in my ears I cannot hear what in my ears I cannot hear what you sayyou say.” - .” - Emerson.Emerson.

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THE POWER OF A THE POWER OF A PARADIGMPARADIGM

““The map is not the territory.”The map is not the territory.”

What a wrongly printed map What a wrongly printed map heading can lead toheading can lead to

A paradigm is a theory, an A paradigm is a theory, an explanation, a model, of explanation, a model, of something else.something else.

The age of the womanThe age of the woman

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THE FLAW OF THE FLAW OF PSERSONALITY ETHICSPSERSONALITY ETHICS

If ten seconds can have such If ten seconds can have such impact on the way we see impact on the way we see things, what about the things, what about the conditioning of a lifetime?conditioning of a lifetime?

Trying to change outward Trying to change outward attitudes & behaviors doesn’t attitudes & behaviors doesn’t help in the long run, examining help in the long run, examining the paradigms from which they the paradigms from which they flow does.flow does.

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““For every thousand For every thousand hacking at the leaves hacking at the leaves of evil, there is one of evil, there is one striking at the root.”striking at the root.”

… … ThoreauThoreau

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THE POWER OF A THE POWER OF A PARADIGM SHIFTPARADIGM SHIFT

Thomas Kuhn: every Thomas Kuhn: every significant break through in significant break through in scientific endeavor involves a scientific endeavor involves a break with tradition, from break with tradition, from Ptolemy to Copernicus, from Ptolemy to Copernicus, from Newton to EinsteinNewton to Einstein

Our paradigms are the sources Our paradigms are the sources of our behavior – the subway of our behavior – the subway man with the unruly kidsman with the unruly kids

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FRANK KOCH’S FRANK KOCH’S PARADIGM SHIFT AS PARADIGM SHIFT AS

A BATTLESHIP A BATTLESHIP CAPTAINCAPTAIN

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SIGNALLING AT SEASIGNALLING AT SEAWe are on a collision course, We are on a collision course, advise you change course 20 advise you change course 20

degrees.degrees.

I’m a captain, change I’m a captain, change course 20 degrees.course 20 degrees.

Advisable for you to Advisable for you to change course 20 degrees.change course 20 degrees.

I’m a seaman second class. I’m a seaman second class. You had better change course You had better change course

20 degrees.20 degrees.

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I’m a battleship. Change course I’m a battleship. Change course 20 degrees.20 degrees.

I’m a lighthouse.I’m a lighthouse.

SIGNALLING AT SEASIGNALLING AT SEA

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THE PRINCIPLE-THE PRINCIPLE-CENTRED PARADIGMCENTRED PARADIGM

Principles, natural laws Principles, natural laws woven into the fabric of woven into the fabric of every civilized society, are every civilized society, are like lighthouses.like lighthouses.

““It is impossible for us to break It is impossible for us to break the law. We can only break the law. We can only break ourselves against the lawourselves against the law.” – .” – Cecil B. deMilleCecil B. deMille

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WHICH ARE THESE WHICH ARE THESE PRINCIPLES?PRINCIPLES?

FairnessFairness

Integrity and honestyIntegrity and honesty

Human dignityHuman dignity

ServiceService

Quality, or excellenceQuality, or excellence

Potential, growthPotential, growth

Patience, nurturance, Patience, nurturance, encouragementencouragement

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THE PRINCIPLE-THE PRINCIPLE-CENTRED PARADIGMCENTRED PARADIGM

Principles constitute a subjective Principles constitute a subjective reality, self-evident to an individual, reality, self-evident to an individual, independent of faith or religion.independent of faith or religion.

Practices are situation-specific Practices are situation-specific (raising a second child on the model (raising a second child on the model of the first), while principles are of the first), while principles are universally applicable.universally applicable.

Principles are not values (a gang of Principles are not values (a gang of thieves). thieves).

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PRINCIPLES OF PRINCIPLES OF GROWTH AND CHANGEGROWTH AND CHANGE

There are no short-cuts or quick-There are no short-cuts or quick-fixes in growth: each step is fixes in growth: each step is important and no step can be important and no step can be skipped.skipped.

Thinking, or pretending, that you Thinking, or pretending, that you are an international-level tennis are an international-level tennis player will not make you one.player will not make you one.

Natural growth requires adherence Natural growth requires adherence to natural principles.to natural principles.

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THE WAY WE SEE THE THE WAY WE SEE THE PROBLEM IS THE PROBLEMPROBLEM IS THE PROBLEM

Disloyal employees – have we Disloyal employees – have we done enough to motivate them?done enough to motivate them?

Short of time always – is a Short of time always – is a planner the correct answer or is planner the correct answer or is it our own inner efficiency?it our own inner efficiency?

A marriage gone sour – is the A marriage gone sour – is the problem with the spouse or with problem with the spouse or with ourselves?ourselves?

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A NEW LEVEL OF A NEW LEVEL OF THINKINGTHINKING

As long as the problem is “out there”, As long as the problem is “out there”, there is nothing we can do about it.there is nothing we can do about it.

The Outside-In approach traps The Outside-In approach traps people in feelings of victimization people in feelings of victimization and immobilization. and immobilization.

Inside-Out means to start with the Inside-Out means to start with the innermost side of ourselves – our innermost side of ourselves – our paradigms, character & motives.paradigms, character & motives.

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A NEW LEVEL OF A NEW LEVEL OF THINKINGTHINKING

Private victories precede public Private victories precede public victories.victories.

If I want to be trusted, I must first If I want to be trusted, I must first make myself trustworthy. make myself trustworthy.

Likewise for my expectations as a Likewise for my expectations as a spouse, a parent, an employee.spouse, a parent, an employee.

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PARADIGMS & PARADIGMS & PRINCIPLESPRINCIPLES

THE SEVEN HABITS – AN THE SEVEN HABITS – AN OVERVIEWOVERVIEW

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WHAT IS A HABIT?WHAT IS A HABIT?

““We are what we We are what we repeatedly do. repeatedly do. Excellence, then, is not Excellence, then, is not an act, but a habit.”an act, but a habit.”

… … AristotleAristotle

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WHAT IS A HABIT?WHAT IS A HABIT?

““Sow a thought, reap an action; Sow a thought, reap an action; Sow an action, reap a habit; Sow Sow an action, reap a habit; Sow a habit, reap a character; Sow a a habit, reap a character; Sow a character, reap a destiny”.character, reap a destiny”.

The gravitational pull of our The gravitational pull of our habits may keep us from going habits may keep us from going where we want to go, but the where we want to go, but the same pull gives cohesion in our same pull gives cohesion in our life.life.

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HABITS DEFINEDHABITS DEFINED

Knowledge(What to, Why to)

Skills (How to) Desire (Want to)

HABITS

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THE MATURITY THE MATURITY CONTINUUMCONTINUUM

Dependence (You)

Independence (I)

Inter-dependence (We)

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THE SEVEN HABITS PARADIGMTHE SEVEN HABITS PARADIGM

PRIVATEVICTORY

Dependence (You)

1 Be

Proactive

3 Put first

Things first

2 Begin with

The end in mind

Inter-dependence (We)

Independence (I)

Seek first to understand,Then to be understood

5

Synergize6

Think Win/Win4

PUBLICVICTORY

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7 HABITS & 7 HABITS & EFFECTIVENESS EFFECTIVENESS

DEFINEDDEFINED Create an empowering center of Create an empowering center of

correct mapscorrect maps

From which an indl can effectively From which an indl can effectively solve problemssolve problems

Maximize opportunitiesMaximize opportunities

Continually learn and integrate other Continually learn and integrate other principlesprinciples

In an upward spiral of growth.In an upward spiral of growth.

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THE P/PC BALANCETHE P/PC BALANCE

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EXCESSIVE FOCUS ON PEXCESSIVE FOCUS ON P Ruined healthRuined health

Broken Broken relationshipsrelationships

Worn-out Worn-out machinesmachines

Depleted bank Depleted bank accountsaccounts

Damaged Damaged environmentenvironment

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EXCESSIVE FOCUS ON EXCESSIVE FOCUS ON PCPC

The The eternal eternal student student syndromesyndrome

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THREE KINDS OF THREE KINDS OF ASSETSASSETS

Physical – A lawn mower.Physical – A lawn mower.

Financial – would we improve our Financial – would we improve our std of living from our principal or std of living from our principal or from our interests?from our interests?

Human:Human: Humans control both physical and Humans control both physical and

financial assets.financial assets. When it comes to cleanliness of her When it comes to cleanliness of her

room, a man’s daughter can be his room, a man’s daughter can be his goose.goose.

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ORGANIZATIONAL PCORGANIZATIONAL PC

““Always treat your employees Always treat your employees exactly as you would want them exactly as you would want them to treat your best customers.”to treat your best customers.”

Inheriting an over-worn Inheriting an over-worn machine from your predecessor.machine from your predecessor.

Watering down the curry can Watering down the curry can cost a restaurant its loyal cost a restaurant its loyal customer base.customer base.

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PRIVATEVICTORY

Dependence (You)

1 Be

Proactive

3 Put first

Things first

2 Begin with

The end in mind

Inter-dependence (We)

Independence (I)

Seek first to understand,Then to be understood

5

Synergize6

Think Win/Win4

PUBLICVICTORY

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HABIT 1: BE HABIT 1: BE PROACTIVEPROACTIVE

PRINCIPLES OF PERSONAL PRINCIPLES OF PERSONAL VISIONVISION

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THE SOCIAL MIRRORTHE SOCIAL MIRROR

Prevent self-awareness by Prevent self-awareness by creating a distorted visioncreating a distorted vision

Projections rather than Projections rather than reflections:reflections:““You’re never on time.”You’re never on time.”““Why can’t you ever keep Why can’t you ever keep

things in order?”things in order?”““You must be an artist!”You must be an artist!”““Why can’t you understand?”Why can’t you understand?”

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Genetic determinism:Genetic determinism: Blame it on your DNABlame it on your DNA That’s how the Irish behave!That’s how the Irish behave!

Psychic determinism:Psychic determinism: That’s how your parents brought you upThat’s how your parents brought you up You remember rejection, failureYou remember rejection, failure

Environmental determinism:Environmental determinism: Your boss / spouse / nation / economic Your boss / spouse / nation / economic

policies are responsiblepolicies are responsible

THREE THEORIES OF THREE THEORIES OF DETERMINISMDETERMINISM

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THE STIMULUS-THE STIMULUS-RESPONSE THEORYRESPONSE THEORY

Between stimulus and Between stimulus and response, a man has the response, a man has the

freedom to choose.freedom to choose.

STIMULUS RESPONSE

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THE PROACTIVE MODELTHE PROACTIVE MODEL

STIMULUSSTIMULUS RESPONSERESPONSE

FREEDOM TO CHOOSEFREEDOM TO CHOOSE

Self-AwarenessSelf-Awareness

ImaginationImagination ConscienceConscience

Free WillFree Will

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THE PROACTIVE MODELTHE PROACTIVE MODEL Pro-activity proclaims freedom, Pro-activity proclaims freedom,

reactivity resigns to servitude.reactivity resigns to servitude.

Pro-activity = Responsibility = Pro-activity = Responsibility = “Response” + “Ability”“Response” + “Ability”

““I know of no more encouraging fact I know of no more encouraging fact than the than the unquestionable ability of man unquestionable ability of man to elevate his life by to elevate his life by constant endeavor.constant endeavor.” ” … … Eleanor Eleanor RooseveltRoosevelt

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VICTOR FRANKL’S VICTOR FRANKL’S LADDER OF VALUESLADDER OF VALUESVICTOR FRANKL’S VICTOR FRANKL’S

LADDER OF VALUESLADDER OF VALUES

EXPERENTIAL

CREATIVE

ATTITUDINAL

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REACTIVITY VS. REACTIVITY VS. PROACTIVITYPROACTIVITY

Act or be acted upon.Act or be acted upon. R & I = Resourcefulness R & I = Resourcefulness

and Initiative.and Initiative. ““Love” is a verb more than Love” is a verb more than

a feeling.a feeling. If we let our feelings If we let our feelings

control our actions, we control our actions, we abdicate our responsibility.abdicate our responsibility.

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REACTIVITY VS. REACTIVITY VS. PROACTIVITYPROACTIVITY

Reactive languageReactive language Proactive languageProactive language

There’s nothing I can do.There’s nothing I can do. Let’s look at our alternatives.Let’s look at our alternatives.

That’s just the way I am.That’s just the way I am. I can choose a different I can choose a different approach.approach.

He makes me mad.He makes me mad. I control my own feelings.I control my own feelings.

I have to do that.I have to do that. I can choose an appropriate I can choose an appropriate response.response.

I must.I must. I prefer.I prefer.

I can’t. I can’t. I choose.I choose.

If only.If only. I will.I will.

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No concern

CIRCLES OF CONCERN CIRCLES OF CONCERN AND INFLUENCEAND INFLUENCE

Circle of Concern

Circle of Influenc

e

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No concern

REACTIVE FOCUSREACTIVE FOCUS

Circle of Concern

Circle of Influenc

e

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No concern

PROACTIVE FOCUSPROACTIVE FOCUS

Circle of Concern

Circle of Influenc

e

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No concern

FOR THE POWERFUL…FOR THE POWERFUL…

Circle of Influence

Circle of Concern

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CLASSIFYING OUR CLASSIFYING OUR PROBLEMSPROBLEMS

ProblemsProblems

Direct ControlDirect Control Indirect ControlIndirect Control No ControlNo Control

Private Victory Be Proactive Begin with

the end in mind. Put first

things first.

Private Victory Be Proactive Begin with

the end in mind. Put first

things first.

Public Victory Synergize. Think win / win. Seek first to

understand, then

to be understood.

Public Victory Synergize. Think win / win. Seek first to

understand, then

to be understood.

AA Prayer Courage. Serenity. Wisdom.

AA Prayer Courage. Serenity. Wisdom.

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EXPANDING OUR EXPANDING OUR CIRCLE OF INFLUENCECIRCLE OF INFLUENCE

It is easier to say, “I am not It is easier to say, “I am not responsible”, because if I say, “I am responsible”, because if I say, “I am responsible”, then I might also have to responsible”, then I might also have to say, “I am irresponsible.”say, “I am irresponsible.”

Gandhi’s circle of influence – paddy Gandhi’s circle of influence – paddy fields.fields.

Proactive people are NOT pushy or Proactive people are NOT pushy or aggressive, rather they are smart, they aggressive, rather they are smart, they are value-driven, they read reality and are value-driven, they read reality and learn what is required.learn what is required.

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THE “OUTSIDE-IN” & THE “OUTSIDE-IN” & “INSIDE-OUT” PARADIGMS“INSIDE-OUT” PARADIGMS

The Outside-In Paradigm:The Outside-In Paradigm: What’s out there has to change What’s out there has to change before we can change (e.g., if before we can change (e.g., if only we had a less dictatorial only we had a less dictatorial boss, a more patient wife, a boss, a more patient wife, a more obedient child).more obedient child).

The Inside-Out Paradigm:The Inside-Out Paradigm: By By being different, we can positively being different, we can positively change what is out there.change what is out there.

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THE “OUTSIDE-IN” & THE “OUTSIDE-IN” & “INSIDE-OUT” PARADIGMS“INSIDE-OUT” PARADIGMS

Adopting the inside-out paradigm Adopting the inside-out paradigm means:means: Shifting focus from the circle of Shifting focus from the circle of

concern to the circle of influence.concern to the circle of influence. Shifting focus from what we wish we Shifting focus from what we wish we

“had” to what we can “be”.“had” to what we can “be”. Recognizing mistakes as a means of Recognizing mistakes as a means of

turning failure into success.turning failure into success. Recognizing that the power to make Recognizing that the power to make

and keep commitments, however and keep commitments, however small, is the essence of developing small, is the essence of developing the habits of effectiveness.the habits of effectiveness.

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SUMMARIZING THE SUMMARIZING THE PROACTIVE APPROACHPROACTIVE APPROACH

The problem is never “out-there”, it The problem is never “out-there”, it is always “in here”, where we can is always “in here”, where we can change it, or else accept it with change it, or else accept it with serenity.serenity.

Each one of us is ultimately Each one of us is ultimately responsible for his or her own responsible for his or her own effectiveness, even for our effectiveness, even for our happiness & our circumstances.happiness & our circumstances.

Be part of the solution, not of the Be part of the solution, not of the problem.problem.

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SUMMARIZING THE SUMMARIZING THE PROACTIVE APPROACHPROACTIVE APPROACH

By making and keeping small By making and keeping small commitments, we exercise our commitments, we exercise our embryonic freedom, and thereby embryonic freedom, and thereby gradually expand that freedom.gradually expand that freedom.

Focus only on things that lie Focus only on things that lie inside your circle of influence, inside your circle of influence, do not waste more time than do not waste more time than necessary over those in the necessary over those in the outer circle of concern.outer circle of concern.

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PRIVATEVICTORY

Dependence (You)

1 Be

Proactive

3 Put first

Things first

2 Begin with

The end in mind

Inter-dependence (We)

Independence (I)

Seek first to understand,Then to be understood

5

Synergize6

Think Win/Win4

PUBLICVICTORY

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HABIT 2: BEGIN WITH HABIT 2: BEGIN WITH THE END IN MINDTHE END IN MIND

PRINCIPLES OF PERSONAL PRINCIPLES OF PERSONAL LEADERSHIPLEADERSHIP

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WHEN WE’RE DEAD & WHEN WE’RE DEAD & GONE…GONE…

How we would like to be How we would like to be remembered as:remembered as:A son or a father or a brother?A son or a father or a brother?A friend?A friend?Someone others knew at the Someone others knew at the

work-place?work-place?A member of our community?A member of our community?

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The Carpenter’s Rule: “Measure twice, The Carpenter’s Rule: “Measure twice, cut once”.cut once”.

First in their conceptualization, next in First in their conceptualization, next in their realization.their realization.

We must accept responsibility for both We must accept responsibility for both creations, or else spend our lives creations, or else spend our lives reactively acting out scripts written in the reactively acting out scripts written in the chaos of our life by our parents, or chaos of our life by our parents, or employers, or sheer pressure of employers, or sheer pressure of circumstance.circumstance.

ALL THINGS ARE ALL THINGS ARE CREATED TWICE CREATED TWICE

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LEADERS & MANAGERSLEADERS & MANAGERS

Are we in the correct jungle?

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LEADERSHIP & LEADERSHIP & MANAGEMENTMANAGEMENT

““Management is doing things right, Management is doing things right, Leadership is doing the right things.”Leadership is doing the right things.”

No management success can No management success can compensate for failure in leadership.compensate for failure in leadership.

Made more pressing because of Made more pressing because of rapidly changing environment, rapidly changing environment, obsolescence of products & obsolescence of products & services, a globalized & services, a globalized & unpredictable market.unpredictable market.

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PERSONAL MISSION PERSONAL MISSION STATEMENTSTATEMENT

The essence of Victor The essence of Victor Frankl’s Logotherapy: most Frankl’s Logotherapy: most mental / emotional illnesses mental / emotional illnesses stem from an underlying stem from an underlying sense of emptiness or sense of emptiness or meaninglessness.meaninglessness.

Like a constitution, provides Like a constitution, provides a basic direction to which we a basic direction to which we can align other goals and can align other goals and means.means.

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SELF-AWARENESSSELF-AWARENESS CONSCIENCECONSCIENCE

SecuritySecurity

GuidanceGuidance WisdomWisdom

PowerPower

CIRCLE OF INFLUENCECIRCLE OF INFLUENCE

CREATIVITYCREATIVITY

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SecuritySecurity GuidanceGuidance

Sense of worthSense of worthIdentityIdentityEmotional anchorageEmotional anchorageSelf-EsteemSelf-Esteem

Frame of refFrame of refSense of directionSense of directionProvides stds & principlesProvides stds & principles

PowerPower

Capacity to actCapacity to actStrength, enduranceStrength, enduranceEnergy to make Energy to make

choiceschoicesOvercome set habits.Overcome set habits.

WisdomWisdom

Perspective on lifePerspective on lifeSense of balanceSense of balanceEncompasses:Encompasses:

JudgmentJudgmentDiscernmentDiscernmentComprehensionComprehension

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S pouse

F am ily

M one y

W or k

Ple a sur e

F r ie nd

E nemy

C h ur c h

S e lf

Posse ss -

ions

PRINCIPLES

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SPOUSE (OR FRIEND)-SPOUSE (OR FRIEND)-CENTRED MANCENTRED MAN Security:Security:

Sense of security depends on how spouse Sense of security depends on how spouse treats himtreats him

Highly vulnerable to moodsHighly vulnerable to moods Disagreement - DisappointmentDisagreement - Disappointment

GuidanceGuidance:: Dictated by spouse/ marriageDictated by spouse/ marriage

WisdomWisdom:: Dictated by spouse/ marriageDictated by spouse/ marriage

PowerPower:: Ltd by str of self/spouseLtd by str of self/spouse

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FAMILY-CENTRED MANFAMILY-CENTRED MAN Security:Security:

Founded on family acceptanceFounded on family acceptance Volatile against family expectationsVolatile against family expectations Self worth = family reputationSelf worth = family reputation

GuidanceGuidance:: Script written by familyScript written by family

WisdomWisdom:: Whatever is good for the familyWhatever is good for the family

PowerPower:: Actions ltd by family traditionActions ltd by family tradition

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MONEY-CENTRED MANMONEY-CENTRED MAN Security:Security:

Vulnerable to economic insecurityVulnerable to economic insecurity Self worth = financial worthSelf worth = financial worth

GuidanceGuidance:: Profit-drivenProfit-driven

WisdomWisdom:: Whatever is good for more moneyWhatever is good for more money

PowerPower:: Actions ltd by financial resources and Actions ltd by financial resources and

imbalanced visionimbalanced vision

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WORK-CENTRED MANWORK-CENTRED MAN Security:Security:

Self definition based on occupationSelf definition based on occupation Comfortable only when workingComfortable only when working

GuidanceGuidance:: Driven by needs/expectations of workDriven by needs/expectations of work

WisdomWisdom:: Life = workLife = work

PowerPower:: Actions ltd by:Actions ltd by:

Occupational opportunities, org constraintOccupational opportunities, org constraint Boss’s perceptionsBoss’s perceptions

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POSSESSION-CENTRED POSSESSION-CENTRED MANMAN Security:Security:

Based on reputation/social statusBased on reputation/social status Self worth = worth of possessionsSelf worth = worth of possessions

GuidanceGuidance:: Driven by acquiring/ protecting/ Driven by acquiring/ protecting/

displaying possessionsdisplaying possessions

WisdomWisdom:: Comparative economic/social relationComparative economic/social relation

PowerPower:: Actions ltd by what he can buy or Actions ltd by what he can buy or

social status he can gainsocial status he can gain

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PLEASURE (OR SELF)-PLEASURE (OR SELF)-CENTRED MANCENTRED MAN

Security:Security: Feels secure only on short-lived, Feels secure only on short-lived,

anesthetizing, pleasurable “high”anesthetizing, pleasurable “high”

GuidanceGuidance:: Driven by need for more pleasureDriven by need for more pleasure

WisdomWisdom:: What’s in it for me?What’s in it for me?

PowerPower:: Almost negligibleAlmost negligible

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ENEMY-CENTRED MANENEMY-CENTRED MAN Security:Security:

Vulnerable to en movementsVulnerable to en movements Always wonders what en is up toAlways wonders what en is up to Seeks self-justification from like-mindedSeeks self-justification from like-minded

GuidanceGuidance:: Dependent on what thwarts the enDependent on what thwarts the en

WisdomWisdom:: Narrow, distorted, defensive, paranoidNarrow, distorted, defensive, paranoid

PowerPower:: Destructive negative energy based on Destructive negative energy based on

anger, envy, resentment, vengeanceanger, envy, resentment, vengeance

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CHURCH-CENTRED MANCHURCH-CENTRED MAN Security:Security:

Vulnerable to religious disappointmentVulnerable to religious disappointment Dependent on church authoritiesDependent on church authorities

GuidanceGuidance:: How others evaluate him in context of How others evaluate him in context of

church teachings & expectationschurch teachings & expectations WisdomWisdom::

Fractured-Believers Vs. Non-believersFractured-Believers Vs. Non-believers PowerPower::

Depends on perceived church role/ Depends on perceived church role/ positionposition

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PRINCIPLE-CENTRED MANPRINCIPLE-CENTRED MAN Security:Security:

Based on changeless principlesBased on changeless principles Repeatedly validated through personal Repeatedly validated through personal

experienceexperience Understanding of own developmentUnderstanding of own development A stable core enables him to look at A stable core enables him to look at

change as an adventurechange as an adventure

GuidanceGuidance:: An unfailingly consistent compassAn unfailingly consistent compass Decisions based on a principled Decisions based on a principled

conscienceconscience

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PRINCIPLE-CENTRED MANPRINCIPLE-CENTRED MAN WisdomWisdom::

Wise balance & self-assuranceWise balance & self-assurance A fundamental paradigm for effective, A fundamental paradigm for effective,

provident livingprovident living Interpret sits as opportunity for self-Interpret sits as opportunity for self-

developmentdevelopment A proactive lifestyle, independent of A proactive lifestyle, independent of

changing circumstances & sits.changing circumstances & sits.

PowerPower:: Ability to act reaches far beyond own Ability to act reaches far beyond own

resources, encourages and is in turn resources, encourages and is in turn nourished by the freedom of nourished by the freedom of interdependency.interdependency.

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PERSONAL MSN PERSONAL MSN STATEMENTSTATEMENT

Frankl: We Frankl: We detectdetect rather than rather than invent invent our msn. “our msn. “Everyone has his own Everyone has his own specific vocation or mission in life… specific vocation or mission in life… Therein he cannot be replaced, nor can Therein he cannot be replaced, nor can his life be repeated.his life be repeated.” ”

““Each man is questioned by life… to life Each man is questioned by life… to life he can only respond by being he can only respond by being responsibleresponsible.”.”

Habit 1 says: “You are the Habit 1 says: “You are the programmer,” Habit 2 says: “Write programmer,” Habit 2 says: “Write your program.”your program.”

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Expand perspective

Visualization & affirmation

STEPPING INTO THE CREATIVITY STEPPING INTO THE CREATIVITY ZONEZONE

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EXPAND PERSPECTIVEEXPAND PERSPECTIVE

By visualizing, in rich detail, By visualizing, in rich detail, events such as:events such as: Own funeralOwn funeral Marriage Anny a decade laterMarriage Anny a decade later Retirement / second careerRetirement / second career

Results in an affirmation of Results in an affirmation of fundamental principles & values, fundamental principles & values, the pettiness of mundane things, the pettiness of mundane things, and the power of love. and the power of love.

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VISUALIZATION & VISUALIZATION & AFFIRMATIONAFFIRMATION

Dr. Charles Garfield: All world-Dr. Charles Garfield: All world-class athletes and peak class athletes and peak performers are visualizers – performers are visualizers – they experience it before they they experience it before they do it. do it.

Example of a affirmation:Example of a affirmation:““It is deeply satisfying It is deeply satisfying

(emotional) that I (personal) (emotional) that I (personal) respond (present tense) with respond (present tense) with wisdom, love, firmness and self-wisdom, love, firmness and self-control (positive) when my control (positive) when my children misbehave.”children misbehave.”

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ORG MSN STATEMENTSORG MSN STATEMENTS IBM:IBM:

Dignity of the individualDignity of the individual

ExcellenceExcellence

ServiceService

No involvement, No commitment.No involvement, No commitment.

Creates great unity, tremendous Creates great unity, tremendous commitment.commitment.

Promotes self-governance among Promotes self-governance among employees, eliminating criticism, employees, eliminating criticism, excessive supervision / control / excessive supervision / control / direction. direction.

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PRIVATEVICTORY

Dependence (You)

1 Be

Proactive

3 Put first

Things first

2 Begin with

The end in mind

Inter-dependence (We)

Independence (I)

Seek first to understand,Then to be understood

5

Synergize6

Think Win/Win4

PUBLICVICTORY

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HABIT 3: PUT FIRST HABIT 3: PUT FIRST THINGS FIRSTTHINGS FIRST

PRINCIPLES OF PERSONAL PRINCIPLES OF PERSONAL MANAGEMENTMANAGEMENT

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““Things that matter Things that matter most most

must never be at the must never be at the mercy of things mercy of things

which matter leastwhich matter least.”.”

… … GoetheGoethe

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WHY PRIORITIZE? THE WHY PRIORITIZE? THE ROCK & BUCKET STORYROCK & BUCKET STORY

Start with a bucket, some big rocks enough to Start with a bucket, some big rocks enough to fill it, some small stones, some sand and fill it, some small stones, some sand and water. water.

Put the big rocks in the bucket - is it full?Put the big rocks in the bucket - is it full?

Put the small stones in around the big rocks - Put the small stones in around the big rocks - is it full?is it full?

Put the sand in and give it a shake - is it full?Put the sand in and give it a shake - is it full?

Put the water in. Now it's full. Put the water in. Now it's full.

The point is: unless you put the big rocks in The point is: unless you put the big rocks in first, you won't get them in at all.first, you won't get them in at all.

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Habit 2 is the mental creation, Habit 2 is the mental creation, Habit 3 is the physical creation.Habit 3 is the physical creation.

Leadership decides what “first Leadership decides what “first things” are; management puts things” are; management puts them first, day by day, moment by them first, day by day, moment by moment.moment.

““Manage from the left; lead from Manage from the left; lead from the right.”the right.”

LEADERSHIP & LEADERSHIP & MANAGEMENT MANAGEMENT

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MANAGEMENT & MANAGEMENT & DISCIPLINEDISCIPLINE

Hinges on the 4Hinges on the 4thth human endowment: human endowment: Independent will.Independent will.

An effective manager is characterised An effective manager is characterised by inner discipline.by inner discipline.

Discipline derives from “disciple”.Discipline derives from “disciple”.

An effective manager is a disciple of his An effective manager is a disciple of his inner values and their source, and inner values and their source, and possesses the will to subordinate his possesses the will to subordinate his feelings, moods and impulses to these feelings, moods and impulses to these values.values.

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HABIT 3: PUT FIRST HABIT 3: PUT FIRST THINGS FIRSTTHINGS FIRST

FOUR GENERATIONS OF FOUR GENERATIONS OF MANAGEMENTMANAGEMENT

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FOUR GENERATIONS OF FOUR GENERATIONS OF TIME MANAGEMENTTIME MANAGEMENT

Gen 1Gen 1: Notes, check-lists.: Notes, check-lists.

Gen 2Gen 2: Calendars, Appt Books.: Calendars, Appt Books.

Gen 3Gen 3:: Weighting relative worth of activities Weighting relative worth of activities

against values.against values. Setting specific short, intermediate Setting specific short, intermediate

and long-term goals.and long-term goals. Working out a specific daily plan to Working out a specific daily plan to

accomplish goals and activities accomplish goals and activities deemed most worthy.deemed most worthy.

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FOUR GENERATIONS OF FOUR GENERATIONS OF TIME MANAGEMENTTIME MANAGEMENT

Gen 4Gen 4:: Gen 3 management made people feel Gen 3 management made people feel

too scheduled, restricted and non-too scheduled, restricted and non-spontaneous.spontaneous.

Gen 4 recognizes that the challenge is Gen 4 recognizes that the challenge is not to manage time or things, but not to manage time or things, but ourselves.ourselves.

Focuses on preserving and enhancing Focuses on preserving and enhancing relationships as well as accomplishing relationships as well as accomplishing results- the P/PC Balance.results- the P/PC Balance.

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HABIT 3: PUT FIRST HABIT 3: PUT FIRST THINGS FIRSTTHINGS FIRST

THE FOUR QUADRANTS OF THE FOUR QUADRANTS OF ACTIVITIESACTIVITIES

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No

t Im

po

rtan

tIm

po

rtan

t

Interruptions, some Interruptions, some callscalls

Some mails & reportsSome mails & reportsSome meetingsSome meetings

Proximate, pressing Proximate, pressing mattersmatters

Popular activitiesPopular activities

Trivia, busy workTrivia, busy workSome mails, some phone Some mails, some phone

callscallsTime wastersTime wasters

Pleasant activitiesPleasant activities

CrisesCrisesPressing problemsPressing problems

Deadline-driven Deadline-driven projectsprojects

Prevention, PC Prevention, PC Relationship buildingRelationship building

Recognizing new Recognizing new opportunitiesopportunities

Planning, recreationPlanning, recreation

Urgent Not Urgent

TIME MANAGEMENT MATRIXTIME MANAGEMENT MATRIX

I II

III IV

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StressStressBurnoutsBurnoutsCrisis managementCrisis managementAlways putting out firesAlways putting out fires

I

III

QUADRANT I PEOPLEQUADRANT I PEOPLE

90% Time10% Time

II

IV

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Short-term focusShort-term focus Crisis managementCrisis management Reputation: chameleon Reputation: chameleon charactercharacter See goals & plans as worthlessSee goals & plans as worthless Feel victimized, out of controlFeel victimized, out of control Shallow or broken relationshipsShallow or broken relationships

III

QUADRANT III PEOPLEQUADRANT III PEOPLE

I II

IV

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Total irresponsibility

Fired from jobs

Dependent on others or institutions for basics

III IV

QUADRANTS III & IVQUADRANTS III & IV

I II

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II

I

QUADRANT II PEOPLEQUADRANT II PEOPLE

Vision, perspective Balance Discipline Control Few crises

Building relationships

Writing a pers msn

statement

Exercising

Long range planning

Preparation

Preventive maint

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II

I

QUADRANT II PEOPLEQUADRANT II PEOPLE

Opportunity minded, not problem

minded Feed opportunities, starve problems By thinking preventively, reduce the size

of Quadrant I Focus on activities of Quadrant II, which,

if done regularly, impact our lives

tremendously

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II

I

QUADRANT II PEOPLEQUADRANT II PEOPLE

Illustration: the shopping centre

managers and their tenants The Pareto principle: 80% of the

results flow out of 20 % of the

activities

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MOVING INTO MOVING INTO QUADRANT-IIQUADRANT-II

Initial time to move to Q-II has to Initial time to move to Q-II has to come out of Qs-III & IV.come out of Qs-III & IV.

Learn to say “No” – the good is Learn to say “No” – the good is often the enemy of the best.often the enemy of the best.

It’s almost impossible to say “No” It’s almost impossible to say “No” to the popularity of Q-III, or the to the popularity of Q-III, or the pleasure of escape to Q-II, unless pleasure of escape to Q-II, unless we have a bigger “Yes” burning we have a bigger “Yes” burning inside.inside.

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HABIT 3: PUT FIRST HABIT 3: PUT FIRST THINGS FIRSTTHINGS FIRST

CRITERIA FOR A QUADRANT-II CRITERIA FOR A QUADRANT-II ORGANIZERORGANIZER

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SIX CRITERIA FOR A SIX CRITERIA FOR A QUADRANT-II TOOLQUADRANT-II TOOL

CoherenceCoherence: Harmony between msn, : Harmony between msn, goals, priorities, discipline.goals, priorities, discipline.

BalanceBalance: Success in career is not : Success in career is not worth a broken marriage, ruined worth a broken marriage, ruined health, or weakness in personal health, or weakness in personal character.character.

Plan weeklyPlan weekly: The key is not to : The key is not to prioritize what is on your schedule, prioritize what is on your schedule, but to schedule your priorities.but to schedule your priorities.

… …

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SIX CRITERIA FOR A SIX CRITERIA FOR A QUADRANT-II TOOLQUADRANT-II TOOL

A “People” DimensionA “People” Dimension: At times, : At times, it is worth it to sub-ordinate a it is worth it to sub-ordinate a schedule to building a schedule to building a relationship with a person.relationship with a person.

FlexibilityFlexibility: Your planning tool : Your planning tool should be your servant, never should be your servant, never your master.your master.

PortabilityPortability..

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HABIT 3: PUT FIRST HABIT 3: PUT FIRST THINGS FIRSTTHINGS FIRST

COMPONENTS OF COMPONENTS OF

QUADRANT-II ORGANIZINGQUADRANT-II ORGANIZING

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IDENTIFYING ROLES & IDENTIFYING ROLES & SELECTING GOALSSELECTING GOALS

Write a pers msn Write a pers msn statementstatement

Catch up on networking Catch up on networking trendstrends

Fix the washing machineFix the washing machine

Help with child’s Help with child’s homeworkhomework

Draw up a leave Draw up a leave programprogram

Organize a get-togetherOrganize a get-together

Individual / Pers Devp

Husband / Father

Adm Manager

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IDENTIFYING ROLES & IDENTIFYING ROLES & SELECTING GOALSSELECTING GOALS

Monitor down-timeMonitor down-time

Select eqpt for certain Select eqpt for certain tech activitytech activity

Identify means to Identify means to minimize costsminimize costs

Identify surplus inventoryIdentify surplus inventory

Org a trg cadre on a new Org a trg cadre on a new eqpteqpt

Performance reviewPerformance review

Tech Manager

Material Manager

Staff Devp

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SCHEDULINGSCHEDULING

Set a two-hour slot aside on Set a two-hour slot aside on Sunday to write a personal msn Sunday to write a personal msn statement.statement.

Set an hour aside on Saturday Set an hour aside on Saturday to teach the kid maths.to teach the kid maths.

Set aside an hour every two Set aside an hour every two days for exercisedays for exercise

The weekly worksheetThe weekly worksheet

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DAILY ADAPTINGDAILY ADAPTING

Take a few minutes every morning to Take a few minutes every morning to

review schedulereview schedule

Prioritize activities and respond to Prioritize activities and respond to

unanticipated events in light of commitment unanticipated events in light of commitment

to personal value-based decisionsto personal value-based decisions

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LONG-TERM ORGANIZINGLONG-TERM ORGANIZING

Msn Statement

Roles Goals

WEEKLY ORGANIZINGWEEKLY ORGANIZING

Roles Goals Plans

Schedule

Delegate

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LIVING ITLIVING IT Habit 1: “You are the programmer.” Habit 1: “You are the programmer.”

Habit 2: “Write the program.” Habit Habit 2: “Write the program.” Habit 3: “Run (‘Live’) the program.”3: “Run (‘Live’) the program.”

Need for commitment, integrity, self-Need for commitment, integrity, self-discipline.discipline.

As a principle-centered person, we can As a principle-centered person, we can subordinate our schedule to a higher subordinate our schedule to a higher value without guilt.value without guilt.

People are more important than things. People are more important than things.

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HABIT 3: PUT FIRST HABIT 3: PUT FIRST THINGS FIRSTTHINGS FIRST

DELEGATIONDELEGATION

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PRODUCERPRODUCER

Input Output

MANAGERMANAGER

Input Output

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PRINCIPLE OF PRINCIPLE OF DELEGATIONDELEGATION

““Trust is the Trust is the highest form highest form

of motivation.”of motivation.”

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DEGREES OF DEGREES OF DELEGATIONDELEGATION

"Wait to be told." or "Do exactly what I "Wait to be told." or "Do exactly what I say." or "Follow these instructions say." or "Follow these instructions precisely."precisely."

"Look into this and tell me what you "Look into this and tell me what you come up with. I'll decide." come up with. I'll decide."

"Give me your recommendation, and the "Give me your recommendation, and the other options with the pros and cons of other options with the pros and cons of each. I'll let you know whether you can each. I'll let you know whether you can go ahead.“go ahead.“

"Decide and let me know your decision, "Decide and let me know your decision, but wait for my go ahead." but wait for my go ahead."

"Decide and let me know your decision, "Decide and let me know your decision, then go ahead unless I say not to." then go ahead unless I say not to."

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DEGREES OF DEGREES OF DELEGATIONDELEGATION

"Decide and take action, but "Decide and take action, but let me know what you did." let me know what you did."

"Decide and take action. You "Decide and take action. You need not check back with need not check back with me." me."

"Decide where action needs "Decide where action needs to be taken and manage the to be taken and manage the situation accordingly. It's your situation accordingly. It's your area of responsibility now." area of responsibility now."

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TYPES OF DELEGATIONTYPES OF DELEGATION Gofer Delegation.Gofer Delegation.

““Go for this, go for that, do this, do that, and tell Go for this, go for that, do this, do that, and tell me when it is done.”me when it is done.”

The other person does not develop any The other person does not develop any commitment.commitment.

Focused on methods, stay responsible for the Focused on methods, stay responsible for the results.results.

Stewardship Delegation.Stewardship Delegation. Focused on results, give the other person Focused on results, give the other person

choice of methods.choice of methods.

Clear, mutual, up-front understanding and Clear, mutual, up-front understanding and commitment regarding results.commitment regarding results.

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STEPS IN EFFECTIVE STEPS IN EFFECTIVE DELEGATIONDELEGATION

Define the taskDefine the task

Select the individualSelect the individual

Assess ability and training Assess ability and training needs needs

Explain the reasonsExplain the reasons

State required resultsState required results

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STEPS IN EFFECTIVE STEPS IN EFFECTIVE DELEGATIONDELEGATION

Consider resources requiredConsider resources required

Agree on deadlinesAgree on deadlines

Support and communicateSupport and communicate

Feedback on resultsFeedback on results

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SMARTER: THE SMART SMARTER: THE SMART DELEGATION RULEDELEGATION RULE

A simple delegation rule is the A simple delegation rule is the acronym SMART, or better still, acronym SMART, or better still, SMARTER. It's a quick checklist SMARTER. It's a quick checklist for proper delegation. for proper delegation.

Delegated tasks must be: Delegated tasks must be: Specific Specific Measurable Measurable Agreed Agreed Realistic Realistic Timebound Timebound Ethical Ethical Recorded Recorded ……

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PRIVATEVICTORY

Dependence (You)

1 Be

Proactive

3 Put first

Things first

2 Begin with

The end in mind

Inter-dependence (We)

Independence (I)

Seek first to understand,Then to be understood

5

Synergize6

Think Win/Win4

PUBLICVICTORY

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PUBLIC VICTORYPUBLIC VICTORY

PARADIGMS OF PARADIGMS OF INTERDEPENDENCEINTERDEPENDENCE

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THE EMOTIONAL BANK THE EMOTIONAL BANK ACCTACCT

Describes the amount of trust that’s Describes the amount of trust that’s been built into a relationship.been built into a relationship.

DepositsDeposits WithdrawalsWithdrawals

CourtesyCourtesy DiscourtesyDiscourtesy

KindnessKindness DisrespectDisrespect

HonestyHonesty Ignoring Ignoring

Keeping Keeping commitmentscommitments

Betraying trustBetraying trust

Trust Level

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WITH A TEENAGE SONWITH A TEENAGE SON

DepositsDeposits WithdrawalsWithdrawals

Bring home a Bring home a magazinemagazine

““Clean your room”Clean your room”

Offer to help on a Offer to help on a projectproject

““Button your shirt”Button your shirt”

Treat him to ice Treat him to ice creamcream

““Turn down the Turn down the radio”radio”

Take him to a movieTake him to a movie ““Get a haircut”Get a haircut”

Just listen to him Just listen to him and empathizeand empathize

““Don’t forget to take Don’t forget to take out the garbage”out the garbage”

Trust Level

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SIX MAJOR DEPOSITSSIX MAJOR DEPOSITS

Understanding the individualUnderstanding the individual

Attending to the little thingsAttending to the little things

Keeping commitmentsKeeping commitments

Clarifying expectationsClarifying expectations

Showing personal integrityShowing personal integrity

Apologizing sincerely when you Apologizing sincerely when you make a withdrawalmake a withdrawal

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UNDERSTANDING THE UNDERSTANDING THE INDIVIDUALINDIVIDUAL

Deposits may be perceived as Deposits may be perceived as withdrawals by the other personwithdrawals by the other person

A parent: “Treat them all the same A parent: “Treat them all the same by treating them differently.”by treating them differently.”

Habit 2 recognizes and recommits Habit 2 recognizes and recommits to a personto a person

Habit 3 subordinates a schedule to Habit 3 subordinates a schedule to a human priority (a six-year old a human priority (a six-year old interrupting project work)interrupting project work)

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ATTENDING TO THE ATTENDING TO THE LITTLE THINGSLITTLE THINGS

In relationships, little things are In relationships, little things are big things.big things.

““If I were cold, would you put If I were cold, would you put your coat around me, too?”your coat around me, too?”

Small discourtesies, little Small discourtesies, little unkindnesses, little forms of unkindnesses, little forms of disrespect, make huge disrespect, make huge withdrawals.withdrawals.

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CLARIFYING EXPECTATIONSCLARIFYING EXPECTATIONS Different interpretations of roles:Different interpretations of roles:

YOUYOU: “When am I going to get a job : “When am I going to get a job description?”description?”

BOSSBOSS:: “I’ve been waiting for you “I’ve been waiting for you to bring me one.”to bring me one.”

YOUYOU: “I thought defining my job was : “I thought defining my job was your role.”your role.”

BOSSBOSS: “That’s not my job at all. Don’t : “That’s not my job at all. Don’t you remember? Right from the start, I you remember? Right from the start, I said how you do in the job largely said how you do in the job largely depends on you.”depends on you.”

YOUYOU:”I thought you meant the quality of :”I thought you meant the quality of my job. I don’t even know what my real my job. I don’t even know what my real job is.”job is.”

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CLARIFYING EXPECTATIONSCLARIFYING EXPECTATIONS

Different interpretations of goals:Different interpretations of goals:““You said…”You said…”““No, you’re wrong. I said…”No, you’re wrong. I said…”““You did not! You never said I was You did not! You never said I was

supposed to…”supposed to…”““Oh yes, I did. I clearly Oh yes, I did. I clearly

remember…”remember…”””You never even mentioned… ”You never even mentioned… ”““But that was our agreement…”But that was our agreement…”

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SHOWING PERSONAL SHOWING PERSONAL INTEGRITYINTEGRITY

Honesty is conforming words to Honesty is conforming words to reality, integrity is conforming reality, integrity is conforming reality to words.reality to words.

Be loyal to those who are Be loyal to those who are present. Do not backbite – present. Do not backbite – confront if you have to.confront if you have to.

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APOLOGIZING APOLOGIZING SINCERELY FOR A SINCERELY FOR A

WITHDRAWALWITHDRAWAL

““It is the weak who are It is the weak who are cruel. Gentleness can cruel. Gentleness can only be expected from only be expected from the strong.”the strong.”

… … Leo RoskinLeo Roskin

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THE LAWS OF LOVE & THE LAWS OF LOVE & LIFELIFE

Unconditional love helps the Unconditional love helps the loved one feel secure, validated loved one feel secure, validated and affirmed in essential growth and affirmed in essential growth (a child’s career choice).(a child’s career choice).

Dag Hammarskjold: “Dag Hammarskjold: “It is more It is more noble to give yourself completely noble to give yourself completely to one individual than to labor to one individual than to labor diligently for the salvation of the diligently for the salvation of the massesmasses.”.”

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THE LAWS OF LOVE & THE LAWS OF LOVE & LIFELIFE

No amount of technical No amount of technical administrative skill in administrative skill in laboring for the masses laboring for the masses can make up for lack of can make up for lack of nobility of personal nobility of personal character in developing character in developing relationships.relationships.

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P PROBLEMS ARE PC P PROBLEMS ARE PC OPPORTUNITIESOPPORTUNITIES

Does the child come to the Does the child come to the parent with a problem or an parent with a problem or an opportunity to invest in the opportunity to invest in the precious parent-child precious parent-child relationship?relationship?

Does a customer come to the Does a customer come to the store clerk with a problem or store clerk with a problem or an opportunity to build a an opportunity to build a relationship?relationship?

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Think Win / Win4

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HABIT 4: THINK HABIT 4: THINK WIN / WINWIN / WIN

PRINCIPLES OF PRINCIPLES OF INTERPERSONAL LEADERSHIPINTERPERSONAL LEADERSHIP

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Who will win Who will win the trip to the trip to Bermuda?Bermuda?

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SIX PARADIGMS OF SIX PARADIGMS OF HUMAN INTERACTIONHUMAN INTERACTION

Win / WinWin / Win

Win / LoseWin / Lose

Lose / WinLose / Win

Lose / LoseLose / Lose

WinWin

Win / Win, or No DealWin / Win, or No Deal

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WIN / WINWIN / WIN

Sees life as a co-operative, not Sees life as a co-operative, not competitive, arenacompetitive, arena

Agreements or solutions should be Agreements or solutions should be mutually beneficial and mutually mutually beneficial and mutually satisfyingsatisfying

All parties feel committed to actionAll parties feel committed to action

Neither “your” way, nor “my” way, Neither “your” way, nor “my” way, but a “higher” waybut a “higher” way

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WIN / LOSEWIN / LOSE ““If I win, you lose.”If I win, you lose.”

Authoritarian leadership: “I get my Authoritarian leadership: “I get my way; you don’t get yours.”way; you don’t get yours.”

Promotes cut-throat ism: “If I am Promotes cut-throat ism: “If I am better than my brother, my parents better than my brother, my parents will love me more.”will love me more.”

In athletics, “winning” is “beating”In athletics, “winning” is “beating”

““You got an ‘A’ because someone You got an ‘A’ because someone else got a ‘C’”.else got a ‘C’”.

Page 144: The Seven Habits of Highly Effective People

WIN / LOSEWIN / LOSE

““Who’s winning in your marriage?”Who’s winning in your marriage?”

Most of life is an interdependent, Most of life is an interdependent, not an independent, reality. Hence not an independent, reality. Hence most results depend on co-most results depend on co-operation between us and others.operation between us and others.

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LOSE / WINLOSE / WIN Characterized by:Characterized by:

““I lose, you win.”I lose, you win.” ““Go ahead, have your way with me.”Go ahead, have your way with me.” ““Step on me again. Everyone does.”Step on me again. Everyone does.” ““I’m a loser. Always have been.”I’m a loser. Always have been.” ““I’m a peacemaker. I’ll do anything to keep I’m a peacemaker. I’ll do anything to keep

peace.”peace.” ““Be a nice guy, even if nice guys finish last.”Be a nice guy, even if nice guys finish last.”

Such people have little courage, are easily Such people have little courage, are easily intimidated, and seek strength through intimidated, and seek strength through popularity and acceptance.popularity and acceptance.

In negotiation - capitulation. In negotiation - capitulation.

In leadership – permissiveness / In leadership – permissiveness / indulgence.indulgence.

Page 146: The Seven Habits of Highly Effective People

WHAT LOSE / WIN BRINGSWHAT LOSE / WIN BRINGS

Decline in self-esteem.Decline in self-esteem.

Cynicism, cumulative resentment, deep Cynicism, cumulative resentment, deep disappointment, disillusionment.disappointment, disillusionment.

““Buried alive.”Buried alive.”

Psychosomatic illnesses, particularly of Psychosomatic illnesses, particularly of the respiration, circulation and nervous the respiration, circulation and nervous systems.systems.

Disproportionate rage against minor Disproportionate rage against minor provocation.provocation.

Page 147: The Seven Habits of Highly Effective People

WIN /LOSE & LOSE / WINWIN /LOSE & LOSE / WIN

The weak submissiveness of lose / win The weak submissiveness of lose / win people supplements the people supplements the aggressiveness of win / lose people. aggressiveness of win / lose people.

Both win / lose and lose / win are Both win / lose and lose / win are symptomatic of personal insecurity.symptomatic of personal insecurity.

Win / lose people are more successful – Win / lose people are more successful – lose / win people are weak and chaotic.lose / win people are weak and chaotic.

Many people swing between the two, Many people swing between the two, driven by anger to win / lose, driven by driven by anger to win / lose, driven by guilt to lose / win.guilt to lose / win.

Page 148: The Seven Habits of Highly Effective People

LOSE / LOSELOSE / LOSE

When two win-lose people get When two win-lose people get together – the clash of two together – the clash of two stubborn, egotistic, un-yielding stubborn, egotistic, un-yielding people. people.

Also the philosophy of highly Also the philosophy of highly dependent, insecure people – “If dependent, insecure people – “If no one wins, perhaps being a no one wins, perhaps being a loser wouldn’t be so bad.”loser wouldn’t be so bad.”

Page 149: The Seven Habits of Highly Effective People

WINWIN

Do not necessarily want the Do not necessarily want the other person to lose – only other person to lose – only interested that their own ends interested that their own ends should be achieved.should be achieved.

Most common approach in Most common approach in everyday negotiation.everyday negotiation.

Page 150: The Seven Habits of Highly Effective People

WHICH IS THE BEST?WHICH IS THE BEST? Win /Lose would be good:Win /Lose would be good:

In a football matchIn a football match

Two regional offices miles away Two regional offices miles away which have no functional which have no functional relationships (compete)relationships (compete)

Lose / Win would be good in a Lose / Win would be good in a relationship when you want to relationship when you want to genuinely affirm the other person.genuinely affirm the other person.

Win would be the only option if Win would be the only option if your child’s life were in danger.your child’s life were in danger.

Page 151: The Seven Habits of Highly Effective People

WHICH IS THE BEST?WHICH IS THE BEST? Most of life is interdependent.Most of life is interdependent.

Win / Lose may win in the short Win / Lose may win in the short term but will lose in the long term.term but will lose in the long term.

Similarly Lose / Win leads to lose / Similarly Lose / Win leads to lose / lose in the long term.lose in the long term.

Win is no foundation for any Win is no foundation for any productive relationship.productive relationship.

Win-Win is the only healthy attitude Win-Win is the only healthy attitude in an interdependent reality.in an interdependent reality.

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WHICH IS THE BEST?WHICH IS THE BEST?

A genuine win-win attitude is A genuine win-win attitude is characterized by:characterized by: Staying in the comn process Staying in the comn process

longer.longer.

Listening more to the other Listening more to the other person.person.

Expressing own point of view Expressing own point of view strongly, clearly & honestly.strongly, clearly & honestly.

Finding a synergistic solution, one Finding a synergistic solution, one that both parties are happy with.that both parties are happy with.

Page 153: The Seven Habits of Highly Effective People

WIN / WIN OR NO DEALWIN / WIN OR NO DEAL

If we fail to find a mutually If we fail to find a mutually agreeable solution, we agree to agreeable solution, we agree to disagree agreeably – No dealdisagree agreeably – No deal

That is to say, it’s either win-win That is to say, it’s either win-win or nothing.or nothing.

Brings tremendous emotional Brings tremendous emotional freedom. freedom.

Page 154: The Seven Habits of Highly Effective People

FIVE DIMENSIONS OF FIVE DIMENSIONS OF WIN / WINWIN / WIN

1

Win/Win

Character

2

Win/Win

Relationships

3

Win/Win

Agreements

Supportive Systems (4) and Processes (5)

Page 155: The Seven Habits of Highly Effective People

CHARACTERCHARACTER

Integrity Maturity

Abundance Mentality

Page 156: The Seven Habits of Highly Effective People

INTEGRITYINTEGRITY

Can be defined as the value we Can be defined as the value we place on ourselvesplace on ourselves

To win, we must know what To win, we must know what “win” means in the context of “win” means in the context of our innermost valuesour innermost values

Built up by Habits 1, 2 & 3Built up by Habits 1, 2 & 3

Cornerstone in the foundation of Cornerstone in the foundation of our trustour trust

Page 157: The Seven Habits of Highly Effective People

THE MATURITY MATRIXTHE MATURITY MATRIX

Lose / Lose Win / Lose

Lose / Win Win / Win

Courage

Co

nsi

der

atio

n

Page 158: The Seven Habits of Highly Effective People

ABUNDANCE ABUNDANCE MENTALITYMENTALITY

A Scarcity Mentality A Scarcity Mentality Sees only one pie out thereSees only one pie out there If anybody gets a big slice, there’s that If anybody gets a big slice, there’s that

much less left for everybody else.much less left for everybody else.

An Abundance MentalityAn Abundance Mentality Grows out of a sense of deep personal Grows out of a sense of deep personal

worthworth Sees plenty out there, enough to spare Sees plenty out there, enough to spare

for everybody.for everybody. Promotes sharing of profit, prestige, Promotes sharing of profit, prestige,

profits, decision-making.profits, decision-making.

Page 159: The Seven Habits of Highly Effective People

ABUNDANCE ABUNDANCE MENTALITYMENTALITY

““Public victory does not Public victory does not mean victory over other mean victory over other people. It means success people. It means success in effective interaction in effective interaction that brings mutually that brings mutually beneficial results to beneficial results to everyone involved.”everyone involved.”

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RELATIONSHIPSRELATIONSHIPS

The emotional bank account is the The emotional bank account is the essence of a relationship.essence of a relationship.

We are more likely to get someone to We are more likely to get someone to agree with us if we have a positive agree with us if we have a positive emotional bank account with them.emotional bank account with them.

Interpersonal leadership goes beyond Interpersonal leadership goes beyond transactionaltransactional leadership to leadership to transformationaltransformational leadership, leadership, transforming the relationship as well transforming the relationship as well as the individuals involved.as the individuals involved.

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AGREEMENTSAGREEMENTS

Performance or partnership agreements shift Performance or partnership agreements shift the paradigm from:the paradigm from: The vertical to the horizontalThe vertical to the horizontal Hovering supervision to self-supervisionHovering supervision to self-supervision Positioning to being partners in success.Positioning to being partners in success.

A Win-Win agreement has 5 elements:A Win-Win agreement has 5 elements: Desired results (what is to be done & when)Desired results (what is to be done & when) GuidelinesGuidelines ResourcesResources Accountability (Stds of performance, Accountability (Stds of performance,

evaluation)evaluation) Consequences (of the evaluation)Consequences (of the evaluation)

Page 162: The Seven Habits of Highly Effective People

AGREEMENTSAGREEMENTS

If the boss becomes first assistant If the boss becomes first assistant to each of his sub-ordinates, he to each of his sub-ordinates, he can greatly increase his span of can greatly increase his span of control.control.

Consequences of a Win-Win Consequences of a Win-Win agreement:agreement: FinancialFinancial PsychicPsychic Opportunity (e.g., trg)Opportunity (e.g., trg) Responsibility (scope, power)Responsibility (scope, power)

Page 163: The Seven Habits of Highly Effective People

SUPPORTIVE SYSTEMSSUPPORTIVE SYSTEMS Out of 1000 employees, would you Out of 1000 employees, would you

like to reward 50 or 800?like to reward 50 or 800?

Assessment should be based not Assessment should be based not on comparisons but on individuals on comparisons but on individuals achieving performance objectives achieving performance objectives and groups meeting team and groups meeting team objectives.objectives.

Co-operation in the workplace is as Co-operation in the workplace is as important to free enterprise as important to free enterprise as competition in the marketplace.competition in the marketplace.

Page 164: The Seven Habits of Highly Effective People

SUPPORTIVE SYSTEMSSUPPORTIVE SYSTEMS Spirit of win-win cannot survive in an Spirit of win-win cannot survive in an

environment of competitions and environment of competitions and contest.contest.

For Win / Win to work, the trg sys, For Win / Win to work, the trg sys, planning sys, comn sys, info sys, planning sys, comn sys, info sys, compensation sys, budgeting sys – compensation sys, budgeting sys – all should be based on win-win.all should be based on win-win.

Create teams of highly productive Create teams of highly productive people working together to compete people working together to compete against external stds of performance.against external stds of performance.

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PROCESSESPROCESSES

See the other point of view.See the other point of view.

Identify key issues & concerns.Identify key issues & concerns.

Determine what results would Determine what results would constitute an acceptable constitute an acceptable solution.solution.

Identify possible new options to Identify possible new options to achieve those results.achieve those results.

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HABIT 5: SEEK FIRST HABIT 5: SEEK FIRST TO UNDERSTAND, TO UNDERSTAND,

THEN TO BE THEN TO BE UNDERSTOODUNDERSTOOD

PRINCIPLES OF EMPATHIC PRINCIPLES OF EMPATHIC COMMUNICATIONCOMMUNICATION

Page 168: The Seven Habits of Highly Effective People

CHARACTER & CHARACTER & COMMUNICATIONCOMMUNICATION

Technique without character breeds Technique without character breeds suspicion of duplicity, manipulation.suspicion of duplicity, manipulation.

The key to influence is conduct, The key to influence is conduct, which flows out of characterwhich flows out of character

Unless you are influenced by my Unless you are influenced by my uniqueness, I am not going to be uniqueness, I am not going to be influenced by your advice.influenced by your advice.

Page 169: The Seven Habits of Highly Effective People

FIVE WAYS OF LISTENINGFIVE WAYS OF LISTENING Ignoring.Ignoring.

Pretending.Pretending.

Selective listening.Selective listening.

Attentive listening.Attentive listening.

Empathic listening.Empathic listening. Listening with an intent – seeking first Listening with an intent – seeking first

to - understand.to - understand. Getting inside another person’s frame Getting inside another person’s frame

of reference.of reference.

Page 170: The Seven Habits of Highly Effective People

COMPONENTS OF COMNCOMPONENTS OF COMN

S o u n d s3 0 %

W o r d s1 0 %

B o d y L a n g u a g e

6 0 % So, we listen with: Ears Eyes Heart

Page 171: The Seven Habits of Highly Effective People

DIAGNOSE BEFORE YOU DIAGNOSE BEFORE YOU PRESCRIBEPRESCRIBE

Do not attempt to solve another’s Do not attempt to solve another’s eye problems with your pair of eye problems with your pair of glasses.glasses.

An amateur salesman sells An amateur salesman sells products, a professional sells products, a professional sells solutions to needs & problems.solutions to needs & problems.

A good lawyer writes his opposite A good lawyer writes his opposite attorney’s case before he writes his attorney’s case before he writes his own.own.

Page 172: The Seven Habits of Highly Effective People

FOUR AUTOBIOGRAPHICAL FOUR AUTOBIOGRAPHICAL RESPONSESRESPONSES

Evaluate – Agree or Disagree.Evaluate – Agree or Disagree.

Probe – Ask questions from own Probe – Ask questions from own frame of reference.frame of reference.

Advise – Give counsel based on Advise – Give counsel based on own experience.own experience.

Interpret – Try to figure people out, Interpret – Try to figure people out, their motives and behavior, based their motives and behavior, based on own motives and behavior.on own motives and behavior.

Page 173: The Seven Habits of Highly Effective People

RESPONDING TO RESPONDING TO OTHERSOTHERS

We’ll never get to the problem if we We’ll never get to the problem if we are so caught up in our own are so caught up in our own autobiography, our own lenses, that autobiography, our own lenses, that we fail to see the other’s point of we fail to see the other’s point of view.view.

As long as the other person’s As long as the other person’s response is logical, we can response is logical, we can effectively ask questions and give effectively ask questions and give counsel, but the moment it counsel, but the moment it becomes emotional, we must go becomes emotional, we must go back to empathic listening.back to empathic listening.

Page 174: The Seven Habits of Highly Effective People

THE CORRECT THE CORRECT RESPONSERESPONSE Genuinely seek the welfare of the Genuinely seek the welfare of the

other individual.other individual.

Listen with empathy.Listen with empathy.

Let the other person get to the Let the other person get to the problem as well as the solution in problem as well as the solution in his own pace and time.his own pace and time.

When we listen, we become When we listen, we become influenceable. influenceable.

Becoming influencable is the key to Becoming influencable is the key to influencing others.influencing others.

Page 175: The Seven Habits of Highly Effective People

THEN SEEK TO BE THEN SEEK TO BE UNDERSTOODUNDERSTOOD

The sequence of an effective The sequence of an effective presentation:presentation: EthosEthos: :

Personal credibilityPersonal credibility The trust we inspire with our integrity and The trust we inspire with our integrity and

competencecompetence PathosPathos::

EmpathyEmpathy Alignment with the emotional thrust of the Alignment with the emotional thrust of the

other person’s comn.other person’s comn. LogosLogos::

LogicLogic

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Page 177: The Seven Habits of Highly Effective People

HABIT 6: HABIT 6: SYNERGIZESYNERGIZE

PRINCIPLES OF CREATIVE CO-PRINCIPLES OF CREATIVE CO-OPERATIONOPERATION

Page 178: The Seven Habits of Highly Effective People

SYNERGYSYNERGY

The whole is more than sum of the parts The whole is more than sum of the parts (1 + 1 = 3 or more).(1 + 1 = 3 or more).

The relationship between parts of the The relationship between parts of the whole is a catalytic, empowering part in whole is a catalytic, empowering part in itself.itself.

Two plants growing close promote each Two plants growing close promote each others’ growth.others’ growth.

Challenge: to apply such natural creative Challenge: to apply such natural creative co-operation in social interactions.co-operation in social interactions.

Page 179: The Seven Habits of Highly Effective People

SYNERGISTIC SYNERGISTIC COMMUNICATIONCOMMUNICATION

Learn to value all differences:Learn to value all differences: PhysicalPhysical SocialSocial MentalMental EmotionalEmotional

Challenge: to step out of protective / Challenge: to step out of protective / defensive comn, and use our sense of defensive comn, and use our sense of personal security, openness and adventure personal security, openness and adventure to co-operate creatively with others.to co-operate creatively with others.

Synergy is achieved when the group Synergy is achieved when the group collectively agrees to subordinate the old collectively agrees to subordinate the old script & write a new one.script & write a new one.

Page 180: The Seven Habits of Highly Effective People

SYNERGISTIC SYNERGISTIC COMMUNICATIONCOMMUNICATION

Becoming authentic and genuine, even Becoming authentic and genuine, even about personal matters & self-doubts, about personal matters & self-doubts, encourages others to open themselves encourages others to open themselves up.up.

Genuine creative empathy brings about Genuine creative empathy brings about new learning and insights and promotes new learning and insights and promotes creativity.creativity.

““We seek not to imitate the masters, but We seek not to imitate the masters, but rather to seek what they sought”.rather to seek what they sought”.

Page 181: The Seven Habits of Highly Effective People

LEVELS OF COMNLEVELS OF COMN

Co-operation

T

rust

LOW

LOW HIGH

HIGH

Synergistic(Win/Win)

Respectful(Compromise)

Defensive (Win/Lose or Lose/Win)

Page 182: The Seven Habits of Highly Effective People

DEFENSIVE COMNDEFENSIVE COMN Characterized by legalistic language that:Characterized by legalistic language that:

Covers all bases.Covers all bases.

Spells out qualifiers and escape clauses for Spells out qualifiers and escape clauses for when things go wrong.when things go wrong.

Adopted by;Adopted by; Administrators laying down rules & regulations Administrators laying down rules & regulations

based on abuses by a miniscule minority, based on abuses by a miniscule minority, stifling the freedom & creativity of the majoritystifling the freedom & creativity of the majority

Business partners scared of a doomsday Business partners scared of a doomsday scenario, choking creativity, enterprise & scenario, choking creativity, enterprise & synergy in legalistic tangles.synergy in legalistic tangles.

Page 183: The Seven Habits of Highly Effective People

RESPECTFUL COMNRESPECTFUL COMN

Adopted by mature people avoiding Adopted by mature people avoiding the possibility of a confrontationthe possibility of a confrontation

Polite, not empathicPolite, not empathic

Give-and-take compromise: Give-and-take compromise:

1 + 1 = 11 + 1 = 111//22..

Lack of creativity & synergy.Lack of creativity & synergy.

Page 184: The Seven Habits of Highly Effective People

SYNERGISTIC COMN SYNERGISTIC COMN

1 + 1 = 4 or 8 or 16 or even 1000. 1 + 1 = 4 or 8 or 16 or even 1000.

Creative enterprise constitutes a Creative enterprise constitutes a mini-culture with P/PC balance.mini-culture with P/PC balance.

Solutions found better than any Solutions found better than any originally proposed. originally proposed. (Fishing for the third alternative).(Fishing for the third alternative).

Page 185: The Seven Habits of Highly Effective People

NEGATIVE SYNERGYNEGATIVE SYNERGY Caused by:Caused by:

Politicking, confessing others’ sinsPoliticking, confessing others’ sins Rivalry, Interpersonal conflictRivalry, Interpersonal conflict Protecting one’s back-side Protecting one’s back-side

Driving with one foot on the gas, Driving with one foot on the gas, the other on the brake.the other on the brake.

The left-brained husband and The left-brained husband and the right-brained wife – how did the right-brained wife – how did they get to have two children?they get to have two children?

Page 186: The Seven Habits of Highly Effective People

Current Performance Level (Equilibrium)

Negative

Emotional

Illogical

Unconscious

Social/PsyRestraining Forces

Positive

Reasonable

Logical

Conscious

Economic

Driving Forces

KURT LEWIN’S FORCE FIELDKURT LEWIN’S FORCE FIELD

Page 187: The Seven Habits of Highly Effective People

PRIVATEVICTORY

Dependence (You)

1 Be

Proactive

3 Put first

Things first

2 Begin with

The end in mind

Inter-dependence (We)

Independence (I)

Seek first to understand,Then to be understood

5

Synergize6

Think Win/Win4

PUBLICVICTORY

Page 188: The Seven Habits of Highly Effective People

Surrounds all Surrounds all others because it others because it makes all others makes all others

possiblepossible

Page 189: The Seven Habits of Highly Effective People

HABIT 7: SHARPEN HABIT 7: SHARPEN THE SAWTHE SAW

PRINCIPLES OF BALANCED PRINCIPLES OF BALANCED SELF-RENEWALSELF-RENEWAL

Page 190: The Seven Habits of Highly Effective People

A CONVERSATION IN THE A CONVERSATION IN THE WOODSWOODS

What are What are you doing?you doing?

You look exhausted! You look exhausted! How long have you How long have you

been at it?been at it?

Can’t you see? I’m Can’t you see? I’m sawing down this sawing down this

tree.tree.

Over five hours, Over five hours, and I’m bet! This is and I’m bet! This is

hard work.hard work.

Page 191: The Seven Habits of Highly Effective People

Well, why don’t you take a break Well, why don’t you take a break for a few minutes and sharpen for a few minutes and sharpen

that saw? I’m sure it would go a that saw? I’m sure it would go a lot faster.lot faster.

I don’t have time to I don’t have time to sharpen the saw. I’m too sharpen the saw. I’m too

busy sawing!busy sawing!

A CONVERSATION IN A CONVERSATION IN THE WOODSTHE WOODS

Page 192: The Seven Habits of Highly Effective People

FOUR DIMENSIONS OF FOUR DIMENSIONS OF RENEWALRENEWAL

MentalReadingVisualizingPlanningWriting

SpiritualValue Clarification & CommitmentStudy and Meditation

PhysicalExerciseNutrition

Stress Management

Social / EmotionalService

EmpathySynergy

Intrinsic Security

Page 193: The Seven Habits of Highly Effective People

PHYSICALPHYSICAL

6 hours a week can so significantly 6 hours a week can so significantly impact the balance 162-165 hours of the impact the balance 162-165 hours of the week.week.

A good exercise plan focusing on:A good exercise plan focusing on: EnduranceEndurance FlexibilityFlexibility StrengthStrength

A Q-II activity calling for a lot of will-A Q-II activity calling for a lot of will-powerpower

Significantly boosts self-esteem, self-Significantly boosts self-esteem, self-confidence and Integrity.confidence and Integrity.

Page 194: The Seven Habits of Highly Effective People

SPIRITUALSPIRITUAL ““The greatest battles of life are fought The greatest battles of life are fought

out daily in the silent chambers of the out daily in the silent chambers of the soul” – David O. McKaysoul” – David O. McKay

A Zen Master:A Zen Master:

““How do you maintain your serenity and How do you maintain your serenity and peace?”peace?”

““I never leave my place of meditation.”I never leave my place of meditation.”

““I have so much to do today, I’ll need I have so much to do today, I’ll need to spend another hour on my knees.” – to spend another hour on my knees.” – Martin LutherMartin Luther

Page 195: The Seven Habits of Highly Effective People

MENTALMENTAL Television: A good servant but a poor Television: A good servant but a poor

master.master.

Continuing education is vital mental Continuing education is vital mental renewal.renewal.

Training our minds to be objective.Training our minds to be objective.

““A person who doesn’t read is not better A person who doesn’t read is not better than a person who doesn’t know how to than a person who doesn’t know how to read.”read.”

A book a month – two weeks – a week.A book a month – two weeks – a week.

Writing – journal, letters.Writing – journal, letters.

Page 196: The Seven Habits of Highly Effective People

SOCIAL / EMOTIONALSOCIAL / EMOTIONAL Empathic listening.Empathic listening.

Synergy.Synergy.

Intrinsic security stems from:Intrinsic security stems from:

Correct principles and accurate paradigms.Correct principles and accurate paradigms. A life of integrityA life of integrity Effective interdependent livingEffective interdependent living ServiceService

““Service is the rent we pay for the privilege of Service is the rent we pay for the privilege of living in this earth.” – N. Elder Tannerliving in this earth.” – N. Elder Tanner

““Earn thy neighbor’s love.” – Dr. Hans SalyeEarn thy neighbor’s love.” – Dr. Hans Salye

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SCRIPTING OTHERSSCRIPTING OTHERS

What do we reflect to others What do we reflect to others about themselves?about themselves?

How much does that reflection How much does that reflection influence their lives?influence their lives?

““Treat a man as he is and he will Treat a man as he is and he will remain as he is. remain as he is. Treat a man as he can and Treat a man as he can and should be and he will become as should be and he will become as he can and should be.”he can and should be.”

… … GoetheGoethe

Page 198: The Seven Habits of Highly Effective People

BALANCE IN RENEWALBALANCE IN RENEWAL An org whose focus is economic:An org whose focus is economic:

Inter-departmental rivalryInter-departmental rivalry Defensive & protective comnDefensive & protective comn PolitickingPoliticking Master-mindingMaster-minding

An org that develops in the dimensions of An org that develops in the dimensions of service, human relations, economy, but not service, human relations, economy, but not in human resources:in human resources: Benevolent autocracyBenevolent autocracy Collective resistanceCollective resistance AdversarismAdversarism Excessive turnoverExcessive turnover

Page 199: The Seven Habits of Highly Effective People

BALANCE IN RENEWALBALANCE IN RENEWAL Any dimension that is neglected will Any dimension that is neglected will

create negative force field resistance that create negative force field resistance that pushes against effectiveness and growth.pushes against effectiveness and growth.

An org has to treat all four dimensions An org has to treat all four dimensions balancedlybalancedly The economic (physical)The economic (physical) How people are treated (social)How people are treated (social)

How people are devp & used (mental)How people are devp & used (mental)

Service, job or contribution made by Service, job or contribution made by the org (spiritual)the org (spiritual)

Page 200: The Seven Habits of Highly Effective People

SYNERGY IN RENEWALSYNERGY IN RENEWAL The more proactive we are (1), the The more proactive we are (1), the

better leadership (2) and management better leadership (2) and management (3) we can exercise over our lives.(3) we can exercise over our lives.

The more effectively we manage our The more effectively we manage our lives (3), the more time we find for lives (3), the more time we find for renewal (7).renewal (7).

The more we seek first to understand The more we seek first to understand (5), the more our ability to synergize (6) (5), the more our ability to synergize (6) and obtain win / win solutions (4).and obtain win / win solutions (4).

Private victory (1,2,3) will lead to public Private victory (1,2,3) will lead to public victory (4,5,6).victory (4,5,6).

Page 201: The Seven Habits of Highly Effective People

SYNERGY IN RENEWALSYNERGY IN RENEWAL The renewal habit (7) renews and reinforces The renewal habit (7) renews and reinforces

all other habits.all other habits.

Physical renewal reinforces personal vision Physical renewal reinforces personal vision (1).(1).

Spiritual renewal reinforces personal Spiritual renewal reinforces personal leadership (2).leadership (2).

Mental renewal reinforces personal Mental renewal reinforces personal management (3).management (3).

The daily private victory (a minimum of one The daily private victory (a minimum of one hour a day in renewal of physical, spiritual hour a day in renewal of physical, spiritual and mental dimensions) is the key to the and mental dimensions) is the key to the devp of the 7 habits. devp of the 7 habits.

Page 202: The Seven Habits of Highly Effective People

Renewal empowers us to move Renewal empowers us to move

upward in a spiral of growth, change, upward in a spiral of growth, change,

continuous improvement.continuous improvement.

We must learn, commit and do, We must learn, commit and do,

again and again.again and again.

THE UPWARD SPIRALTHE UPWARD SPIRAL

Page 203: The Seven Habits of Highly Effective People

THE UPWARD SPIRALTHE UPWARD SPIRAL

Do

Learn

Commit

Do

Learn

CommitDo

Do

Learn

Learn

Commit

Commit

Page 204: The Seven Habits of Highly Effective People

PRIVATEVICTORY

Dependence (You)

1 Be

Proactive

3 Put first

Things first

2 Begin with

The end in mind

Inter-dependence (We)

Independence (I)

Seek first to understand,Then to be understood

5

Synergize6

Think Win/Win4

PUBLICVICTORY

Thank You!Thank You!


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