seven habits description all habits & quadrants

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    The Seven Habits

    D See Also D Free Seven Habits Screen Saver

    The Seven Habits of Highly Effective People provides a holistic, integrated approach to personal and

    interpersonal effectiveness. Habits are patterns of behavior that involve three overlapping

    components: knowledge, attitude, and skill. These three components are learned rather than inherited.

    We are not our current habits. We can make or break our habits.

    Seven Habits Overview / Seven Habits Organizer

    The Seven Habits are habits of effectiveness. Because they are based on principles, they bring the

    maximum long-term beneficial results possible. They become the basis of a person's character,

    creating an empowering center of correct maps from which an individual can effectively solve

    problems, maximize opportunities, and continually learn and integrate other principles in an upward

    spiral of growth.

    The Seven Habits of Highly Effective People, page 52

    The Seven Habits are an orderly sequence of growth, moving from Private to Public Victory. Habits 1,

    2, and 3 lead to Private Victories-the victories that allow us to achieve self-mastery and dominion

    over self.

    In Habit 1: Be Proactive, we recognize that we are free to choose.

    In Habit 2: Begin with the End in Mind, we identify our personal mission and goals.

    In Habit 3: Put First Things First, we act on our priorities.

    Habits 4, 5, and 6 lead to Public Victories-the victories that allow us to achieve success with other

    people.

    In Habit 4: Think Win-Win, we look for alternatives that allow everyone to win.

    Habit 5: Seek First to Understand, Then to Be Understood is both an attitude and a skill of

    listening deeply for complete understanding.

    In Habit 6: Synergize, we discover a creativity that people can experience when they explore

    their differences together.

    Habit 7: Sharpen the Saw is the habit that calls the others forth. It is comprised of simple daily

    activities that implant the principles of effectiveness in our minds.

    The habits form a continuum because the Private Victory must come before the Public Victory. Until

    we have developed self-mastery, it is difficult, if not impossible, to achieve success with other people.

    Taken together, the Seven Habits cultivate personal character, which is the foundation of

    effectiveness.

    Seven Habits Video Manual, page 51

    Covey, Stephen R. The Seven Habits of Highly Effective People. New York: Simon & Schuster, 1986. Copyright 1989 by Stephen

    R. Covey.

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    Habit 1: Be Proactive

    Principles of Personal Vision

    D See Also D Story

    The first and most basic habit of a highly effective person in any environment is the habit of proactivity

    . Being proactive means that as human beings, we are responsible for our own lives. Our behavior is

    a function of our decisions, not our conditions. We can subordinate feelings to values. We have the

    initiative and the responsibility to make things happen.

    Look at the word /Tespons/b///fy--response-ability~the ability to choose your responses. Highly proactive

    people recognize that responsibility. They do not blame circumstances, conditions, or conditioning for

    their behavior. Their behavior is a product of their own conscious choice, based on values, rather than

    a product of their conditions, based on feeling.

    The opposite of proactive is reactive. The spirit of reactive people is the transfer of responsibility.

    Their language absolves them of responsibility.

    "That's me. That's just the way I am." / am determined. There's nothing I can do about it.

    "He makes me so mad " I'm not responsible. My emotional life is governed by something outside of my

    control.

    Many behavioral scientists have built reactive, deterministic, stimulus-response models of human

    behavior. The basic idea is that we are conditioned to respond in a particular way to a particular

    stimulus. In contrast, the proactive model states that between stimulus and response lies our freedom

    to choose our response.

    Proactive people focus their time and energy on their Circle of Influence (things they can control) in

    lieu of reacting to or worrying about conditions over which they have little or no control (Circle of

    Concern). In so doing, proactive people use positive energy to influence conditions and increase their

    Circle of Influence.

    Seven Habits Overview / Seven Habits Organizer

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    Habit 2: Begin with the End in Mind

    Principles of Personal Leadership

    O See Also D Example

    To begin with the end in mind means to begin each day with a clear understanding of your desired

    direction and destination. By keeping that end in mind you can make certain that whatever you do on

    any particular day does not violate the criteria you have defined as supremely important, and that each

    day of your life contributes in a meaningful way to the vision you have of your life as a whole.

    It's incredibly easy to get caught up in an activity trap, in the busy-ness of life, to work harder and

    harder at climbing the ladder of success only to discover, upon reaching the top rung, that the ladder is

    leaning against the wrong wall. It is possible to be busy, very busy, without being very effective.

    People often find themselves achieving victories that are empty, successes that have come at the

    expense of things they suddenly realize were far more valuable to them. If the ladder is not leaning

    against the right wall, every step we take just gets us to the wrong place faster.

    Begin with the end in mind is based on the principle that all things are created twice. There's a mental

    or first creation and a physical or second creation. The second, or physical creation, follows from the

    first, just as a building follows from a blueprint. In our personal lives, if we do not develop our own

    self-awareness and become responsible for first creations, we empower other people and

    circumstances to shape our lives by default.

    Habit 2 is based on imagination-the ability to envision, to see the potential, to create with our minds

    what we cannot at present see with our eyes; and consc/"ence~the ability to detect our own uniqueness

    and the personal, moral, and ethical guidelines within which we can most happily fulfill it.

    Leadership is the first creation. Management is the second creation. Management is a bottom line

    focus: How can I best accomplish certain things? Leadership deals with the top line: What are the

    things I want to accomplish? In the words of both Peter Drucker and Warren Bennis, "Management is

    doing things right; leadership is doing the right things." Management is efficiency in climbing the ladder

    of success; leadership determines whether the ladder is leaning against the right wall.

    The most effective way we know to begin with the end in mind is to develop a personal mission

    statement, philosophy or creed. It focuses on what you want to be (character) and to do (contributions

    and achievements) and on the values or principles upon which being and doing are based. Because

    each person is unique, a personal mission statement will reflect that uniqueness, both in content and

    form.

    A personal mission statement based upon principles becomes a standard for an individual. It becomes

    a personal constitution, the basis for making major, life-directing decisions, the basis for making daily

    decisions in the midst of change.

    Seven Habits Overview / Seven Habits Organizer

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    Habit 3: Put First Things First

    Principles of Personal Management

    D See Also O Story

    What are first things? First things are those things that you, personally, find most worth doing. They

    move you in the right direction and help you achieve the purpose expressed in your mission

    statement.

    Put First Things First involves organizing and managing time and events according to the personal

    priorities established in Habit 2 is the first or mental creation. Habit 3, then, is the second, or physical

    creation. It's the day-in, day-out, moment by moment doing it.

    E.M. Gray spent his life searching for the one denominator that all successful people share. The one

    factor that seemed to transcend all the rest embodies the essence of Habit 3-putting first things first.

    In his essay, The Common Denominator of Success, he writes: "The successful person has the habit

    of doing the things failures don't like to do. They don't like doing them either necessarily. But their

    disliking is subordinated to the strength of their purpose."

    Basically, we spend our time in one of four ways, as illustrated in the time management matrix. This

    matrix defines activities as "urgent" or "not urgent" and "important" or "not important." With careful

    analysis, most people discover that they spend far too much time responding to the urgent crisis of

    Quadrants I and III, escaping occasionally for survival to the non-urgent, unimportant time wasters of

    Quadrant IV.

    Most of the activities essential to the development of the Seven Habits-creating a personal mission

    statement, identifying long range goals, nurturing relationships, and obtaining regular physical,