Seven Habits of Highly Effective People

Seven Habits of Highly Effective People

Seven Habits of Highly Effective People

By By

Chief Instructor NIMChief Instructor NIM

“… the success of leadership can be measured bywhat kind of talent and structure one leaves behind.”

Vartan Gregorian,former president New York Public Library

“… the success of leadership can be measured bywhat kind of talent and structure one leaves behind.”

Vartan Gregorian,former president New York Public Library

IntroductionSome Basics:IntroductionSome Basics:

Some people are consistently successful Some people are consistently successful because of qualities and abilities they have because of qualities and abilities they have developed in addition to their education and developed in addition to their education and experience. experience.

Value, as perceived by the public, will Value, as perceived by the public, will determine your worth. determine your worth.

Genuine career happiness Genuine career happiness comes from achieving comes from achieving personal goals in personal goals in harmony with harmony with organizational goals. organizational goals.

7 Habits

Stimulus ResponseStimulus Response

StimulusStimulus ResponseResponse

ProactiveFreedom to

Choose

Reactive

Self-awarenessImaginationConscienceIndependent Will

Seven Habits of Highly Effective PeopleSeven Habits of Highly Effective People

1. Be proactive

2. Begin with the end in mind

3. Put first things first

4. Think win-win

5. Seek first to understand, then to be understood

6. Synergize

7. Sharpen the saw: physical, mental, emotional/social, spiritual

Habit One - Be ProactiveHabit One - Be Proactive

Proactivity vs. ReactivityProactivity vs. Reactivity I am responsible for my lifeI am responsible for my life My choices control my behaviorMy choices control my behavior I stand for somethingI stand for something Factors beyond my control create my lifeFactors beyond my control create my life My conditions, conditioning, and feelings My conditions, conditioning, and feelings

control my behaviorcontrol my behavior

Disowning vs. Owning Disowning vs. Owning

““There’s not enough time in the day”There’s not enough time in the day”

““I was never very good at public speaking”I was never very good at public speaking”

““I lost my temper”I lost my temper”

““Find out what the prof wants and do it”Find out what the prof wants and do it”

““I’ve overscheduled myself”I’ve overscheduled myself”

““I’ve avoided public speaking because I’m I’ve avoided public speaking because I’m

uncomfortable with it”uncomfortable with it”

““I gave way to my feelings”I gave way to my feelings”

““I decide what’s needed & get the system I decide what’s needed & get the system

working on it”working on it”

Seven Habits - Number TwoSeven Habits - Number Two

Habit Two: Begin with the end in mind

Meaning of this habit

All things are created twice

The two creations

Rescripting

Personal mission statements

Values at the center

Value of Habit TwoValue of Habit Two

Stating why we exist & what we are about is difficult

Expression - putting into words - changes us

What lies behind us

and what lies before

us are tiny matters

compared to

what lies within us. Henry David Thoreau

Habit 2: Begin with the end in mind.

Specifically … write what you want to reap. What do you HOPE for? A prestigious job? A girlfriend or boyfriend? Money? Write what you are willing to sow. Time? Personal energy? Money? Your friends? Any books or movies or models that guide you?

The law of the farm: You reap what you sow.

translated “sacrifice”

vision = what you want to seemission = immediate next step(s)Both tend to focus priorities.

Begin With The End In MindBegin With The End In Mind

Identify the Identify the Target!Target!

“To begin with the end in mind means to start with a clear understanding of your destination. It means to know where you’re going so that you better understand where you are now, so that the steps you take are always in the right direction.”

Stephen Covey

Stages in the Backward Design Process

Identifydesiredresults.

Determineacceptable evidence.

Plan learningexperiencesand instruction.

What should studentsknow and

be able to do?

How will we know that they know?

What activities,skills, informationand resources will

be best?

Why “backward”?Why “backward”?

The stages are logical but they go against habitsThe stages are logical but they go against habits

We’re used to jumping to lesson and activity ideas We’re used to jumping to lesson and activity ideas before clarifying our performance goals for studentsbefore clarifying our performance goals for students

The change in lesson design does not necessarily mean The change in lesson design does not necessarily mean that we throw out everything that we’ve done but it is a that we throw out everything that we’ve done but it is a matter of being more selective, matter of being more selective,

It helps us modify and also helps us to decide what It helps us modify and also helps us to decide what notnot to teach.to teach.

By thinking through the assessments upfront, we ensure By thinking through the assessments upfront, we ensure greater alignment of our goals and means that teaching is greater alignment of our goals and means that teaching is focused on desired resultsfocused on desired results

Identify desiredresults

Identify desiredresults

Stages in the Backward Design Process

Stage 1

What should studentsknow and be able to do?

What should othersknow and

be able to do?

Stages in the Backward Design ProcessIdentifydesiredresults.

Determineacceptable evidence.

What should othersknow?

How will we know that they know?

What this habit meansWhat this habit means

Consider the end of your life image, picture, or paradigm criterion by which everything else is examined

Start with a clear destination know where you are going understand where you are now take steps in the right direction

Habit 3: Put First Things FirstHabit 3: Put First Things First

Habit 3: Put first things first.urgent not urgent

important

not important

I: necessitycrisesdeadlines“maintaining”(25 - 25)

I: necessitycrisesdeadlines“maintaining”(25 - 25)

II: opportunityPC activitiesplanning & preventioncommitment(65-15)

IIIinterruptionssome meetingssome reports(5-55)

IVtriviabusy worktime wasters(5-5)

• We want Quadrant II > Quadrant I.• Quadrant II comes from Quadrants III and IV.

Estimate how much time you spend in Quadrant II (and what IS Quad IV?) ... How do you plan your day? cell? Laptop etc? How much is your time worth to you, in rupees/hour?

What is the best system for me?What is the best system for me?

Depends upon:Depends upon:Type of work you do (work with people Type of work you do (work with people

vs. work with things)vs. work with things)Amount of discretionary time you use Amount of discretionary time you use

(how much time is under your control)(how much time is under your control)

Nature of Work

100%

0%

0%

100%Work with People

Work with Things

Your work falls someplace on the diagonal line. The higher up the line you go, the more sophisticated your time management system needs to be.

Discretionary TimeDiscretionary Time

0%

100%Amount of control you have over your time

The higher up the line you go, the more sophisticated your time management system needs to be.

Time Management SystemsTime Management Systems

PrimitivePrimitive SimpleSimple Paper-based OrganizersPaper-based Organizers Hand HeldsHand Helds PIM (Personal Information Managers) - PIM (Personal Information Managers) -

SoftwareSoftware

PrimitivePrimitive

Crisis ManagementCrisis Management Running around Running around

putting out firesputting out fires

CRTN_A-H

PrimitivePrimitive

Priority MeanderingPriority MeanderingStart on task aStart on task aget distractedget distracted resume on task bresume on task bget distractedget distracted jump to task cjump to task c

PrimitivePrimitive

Jump to OthersJump to Others Wait for othersWait for others

to tell me what to tell me what to doto do

PrimitivePrimitive

First Come - First First Come - First ServedServed Handle tasks in the Handle tasks in the

order in which they order in which they arrivearrive

PrimitivePrimitive

GroupingGrouping Do all the same Do all the same

types of tasks at the types of tasks at the same time (phone same time (phone calls, writing calls, writing letters, etc.)letters, etc.)

PrimitivePrimitive

WhimsicalWhimsical Do whatever you Do whatever you

feel like doingfeel like doing

SimpleSimple

Floating Pieces of Floating Pieces of Paper (including post-Paper (including post-its, business cards, its, business cards, napkins)napkins) Write notes on Write notes on

assorted pieces of assorted pieces of paperpaper

Sooner or later the Sooner or later the paper floatspaper floats

SimpleSimple

““To Do” ListTo Do” List A “to do list is A “to do list is

written on a written on a notepad, notepad, business card, business card, envelope, etc.envelope, etc.

SimpleSimple

Pocket CalendarPocket Calendar A variety of small A variety of small

calendars are used calendars are used to recordto recordappointmentsappointments

SimpleSimple

Desk CalendarDesk CalendarCalendar stays on Calendar stays on

desk, typically four desk, typically four days behinddays behind

SimpleSimple

Address bookAddress bookA variety of devices A variety of devices

are used to record are used to record addresses and addresses and phone numbersphone numbers

SimpleSimple

Combination - Combination - typically a typically a combination of simple combination of simple devices are useddevices are used

Habit Four – Think Win/WinHabit Four – Think Win/Win

WinWin DefinitionWinWin Definition The win-win approach The win-win approach

is a set of principles, is a set of principles, practices, and tools, practices, and tools, which enable a set of which enable a set of interdependent interdependent stakeholdersstakeholders to work to work out a out a mutually mutually satisfactorysatisfactory (win-win) (win-win) set of set of shared shared commitmentscommitments..

Habit 4: Think win-win.

Are there times when paradigms others than “win-win” are appropriate? How do you develop “courage”? “Consideration”? Emotional bank account? What causes conflict? Tools for conflict resolution? Your “boundaries”?

lose-win

(you get hard feelings)

win-win or no deal

(abundance mentality;get P and PC)

lose-lose

(never pays)

win-lose

(other person gets hardfeeling)

courage

cons

ider

atio

n

Win-lose Generally Becomes Lose-loseWin-lose Generally Becomes Lose-lose

Proposed Solution “Winner” Loser

Quick, Cheap,Sloppy Product

Lots of“bells and whistles”

Driving too hard abargain

Developer &Customer

Developer & User

Customer & User

User

Customer

Developer

Actually, nobody wins in these situations

Win ConditionWin Condition

AgreementAgreement OptionOption

IssueIssueinvolves

addresses

adopts

covers

Win/Win Negotiation Model Win/Win Negotiation Model

WinWin Equilibrium State- All Win Conditions covered by Agreements- No outstanding Issues

Habit 5: First understand ... then be understood.

4 tips for dealing with people Do not criticize, condemn, or complain. Express sincere appreciation. Give them “emotional air” and learn their story. Focus on their interests (know your best alternative coming in).

What are some “stranglers” for emotional air? What are some ways we can express sincere appreciation? How often do you ask someone to a professional lunch? How do you meet a person? How do you greet a person?

win-win area = L x h

h = “understand”L = “be understood”

Actions for SuccessActions for SuccessActions for SuccessActions for Success

Exhibit a winning work ethicExhibit a winning work ethic Show initiativeShow initiative Discover additional responsibilitiesDiscover additional responsibilities Ask questionsAsk questions

What are What are Competencies?Competencies?What are What are Competencies?Competencies?

KnowledgeKnowledge Skills/abilitiesSkills/abilities UnderstandingUnderstanding Behavior/motivationBehavior/motivation

Competencies have definitions and key actions. Your actions demonstrate competencies.

Habit 6: Synergize.Habit 6: Synergize.

“Animal school”

Once upon a time, the animals decided they must do somethingheroic to meet the problems of a “New World”, so they organized a school. They adopted an activity curriculum consisting of running, climbing, swimming, and flying. To make it easier to administer, all animals took all the subjects.

In the end, the duck’s web feet were so badly worn that he couldn’t swim, the rabbit had a nervous breakdown and couldn’t run, the eagle was disciplined severely for getting to the top of the tree without climbing, and an abnormal eel ended up doing best overall and winning valedictorian.

What are your unique gifts? What talents do you need from others? What qualities often seem like a disadvantage, but are necessary? How do you contact or talk with people, if you are shy? (Carnegie)

Principles of Creative Communication Principles of Creative Communication

SynergySynergy The exercise of all the other habits prepares us for the The exercise of all the other habits prepares us for the

habit of synergy. habit of synergy. Synergy. The whole is greater than the sum of its parts. Synergy. The whole is greater than the sum of its parts. Few people experience synergy in their lives because Few people experience synergy in their lives because

most people have been scripted into defensive or most people have been scripted into defensive or protective communications. protective communications.

Synergy can be unnerving unless one has a high Synergy can be unnerving unless one has a high tolerance for ambiguity and gets security from integrity tolerance for ambiguity and gets security from integrity to principles and inner values. to principles and inner values.

Valuing the Differences Valuing the Differences

Valuing the differences is the essence of synergy. Valuing the differences is the essence of synergy. The truly effective person has the humility and The truly effective person has the humility and

reverence to recognize his own perceptual reverence to recognize his own perceptual limitations and to realize the rich resources limitations and to realize the rich resources available through interaction with the hearts and available through interaction with the hearts and minds of other people. minds of other people.

If two people have the same opinion, one person If two people have the same opinion, one person is unnecessary. is unnecessary.

What is your “personality”?What is your “personality”?

4 categoriesI-E introvert (reserved) - extrovert (expressive)S-N sensory (observant) - intuitive (conceptual)T-F thinking - feelingP-J perceiving (probing) - judging (critiquing)

ARTISANS (observant, probing) ESTP promoter (Roosevelt, Madonna) ISTP crafter (Bruce Lee, Earhart) ESFP performer (Elvis, Reagan) ISFP composer (Carson, Streisand)

GUARDIANS (observant, critiquing) ESTJ supervisor (Colin Powell) ISTJ inspector (Truman) ESFJ provider (G Washington) ISFJ protector (Mother Teresa)

IDEALISTS (intuitive, feeling) ENFJ teacher (Gorbachev, Billy Graham) INFJ counselor (Gandhi, E Roosevelt) ENFP champion INFP healer (Albert Schweitzer)

RATIONALS (intuitive, thinking) ENTJ fieldmarshall (Gates, Greenspan) INTJ mastermind (D Eisenhower, Rand) ENTP inventor (Disney, Edison) INTP architect (Einstein, Darwin)

• no “ranking”• don’t feel “boxed in”!• people are different

• no “ranking”• don’t feel “boxed in”!• people are different

Habit 7: Sharpen the saw.

When will YOU sharpen your saw? What measures will you use in each category?

Physicalendurance, strength, flexibility,

sleep, eating

Mentalreading, journaling, discussing,

seminars, meetings

Spiritualbattle of good versus evil

(atheism, Christianity, Hinduism,Islam, Judaism)

Socialfamily, friends, service

(notes, phone calls, emails, visits)

Self-ManagementSelf-Management

Self-ManagementSelf-Management when an individual when an individual consciously controls consciously controls the learning process the learning process of acquiring new of acquiring new behavior through the behavior through the interplay of interplay of environmental cues, environmental cues, consequences and consequences and cognitive processescognitive processes

The Two Creating ForcesThe Two Creating Forces

Management’s main focus: How can I best accomplish certain things?

Leadership’s focus:

What are things that I want to accomplish?

Personal Mission StatementPersonal Mission Statement

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

The key to the ability The key to the ability

to change is a to change is a

changeless sense of changeless sense of

who you are,who you are,

what you are about,what you are about,

& what you value& what you value

Circle of InfluenceCircle of Influence

To create a mission statement begin with the center

Principles & values: security, guidance, wisdom, & power

The Circle of Influence

Mission StatementMission Statement

What are you first things?What are you first things? List those things that are most List those things that are most

important in your life.important in your life. How effective are you at keeping those How effective are you at keeping those

things first in your life? Why?things first in your life? Why?


If you were to do one thing in your If you were to do one thing in your professional life that would have the most professional life that would have the most positive impact, what would that one thing positive impact, what would that one thing be?be?

If you were to do one thing in your personal If you were to do one thing in your personal life that would have the most positive life that would have the most positive impact, what would that one thing be?impact, what would that one thing be?


Record your personal mission statement, Record your personal mission statement, philosophy, or creed. Your mission philosophy, or creed. Your mission statement is your personal “contribution” statement is your personal “contribution” and represents the deepest and best within and represents the deepest and best within you.you.

Preparing for TurbulencePreparing for TurbulencePreparing for TurbulencePreparing for Turbulence

Focus on core valuesFocus on core values Revisit goalsRevisit goals Prioritize servicesPrioritize services Build for the futureBuild for the future Measure and evaluate progressMeasure and evaluate progress

Strategic LeadershipStrategic LeadershipStrategic LeadershipStrategic Leadership

Build a teamBuild a team Identify talentIdentify talent Training and deploy as necessaryTraining and deploy as necessary

Build communityBuild community Establish and nurture partnershipsEstablish and nurture partnerships Establish support groupsEstablish support groups

Build relationshipsBuild relationships Focus on people, not policiesFocus on people, not policies Value diversity and inclusionValue diversity and inclusion

Examples of Defective Habits:Examples of Defective Habits:

React-Blame all your problems on your friends, React-Blame all your problems on your friends, teachers, parents; take no responsibility for things teachers, parents; take no responsibility for things that happen to you.that happen to you.

Begin with No End in MindBegin with No End in Mind--Have no goal or plan Have no goal or plan and never think about tomorrow.and never think about tomorrow.

Put First Things Put First Things Last-Always put off doing what’s Last-Always put off doing what’s important by talking on your mobile and surfing the important by talking on your mobile and surfing the net. Always put off your homework until tomorrow.net. Always put off your homework until tomorrow.

Examples of Defective Habits: (Continued)Examples of Defective Habits: (Continued)

Think Win-Lose-Don’t Think Win-Lose-Don’t let anyone else succeed at let anyone else succeed at anything because if they win, you lose.anything because if they win, you lose.

Seek First to Talk, Then Pretend to Seek First to Talk, Then Pretend to Listen-If you Listen-If you want their opinion, give it to them.want their opinion, give it to them.

Don’t CooperateDon’t Cooperate--Teamwork is for losers; be your Teamwork is for losers; be your own island.own island.

Wear Yourself OutWear Yourself Out--Make being busy the only Make being busy the only thing that matters; never exercise or improve thing that matters; never exercise or improve yourself.yourself.

The 7 Successful Habits .

7Sharpen saw

Independence

Interdependence

PUBLICVICTORY

Think win-win4

Understand5

Synergize6

habit = knowledge + skill + desire

Dependence

1Be Proactive

PRIVATEVICTORY 2

End in mind

31st things 1st

What are the qualities of a great leader?What are the qualities of a great leader?

Long-term success requires good Long-term success requires good

leadership. leadership.

Understands the Big Picture. Understands the Big Picture.

Has vision and is a systems thinkerHas vision and is a systems thinker

Team Orientation / Learning CommunitiesTeam Orientation / Learning Communities

Leadership - Leadership - Long-term success requires good leadership. Long-term success requires good leadership.

Teamwork -Teamwork - Effective and empowered teams responsible for Effective and empowered teams responsible for

problem solving and product development. problem solving and product development. Culture -Culture -

Core values and operating norms. Sense of Core values and operating norms. Sense of community.community.

It is important for you to know the status of each It is important for you to know the status of each so you can assess your future.so you can assess your future.

Four Levels of LeadershipFour Levels of Leadership

Personal—TrustworthinessPersonal—Trustworthiness

Interpersonal—TrustInterpersonal—Trust

Managerial—EmpowermentManagerial—Empowerment

Organizational--AlignmentOrganizational--Alignment

The End

Developing Personal PotentialDeveloping Personal Potential

First three habits deal with self-reliance and self-mastery. First three habits deal with self-reliance and self-mastery. These are private victories; they only involve the These are private victories; they only involve the followerfollower

Habit 1: Be ProactiveHabit 1: Be Proactive Be responsible, don’t blame othersBe responsible, don’t blame others

Habit 2: Begin With The End In MindHabit 2: Begin With The End In Mind Start with a clear mental image of your destinationStart with a clear mental image of your destination

Habit 3: Put First Things FirstHabit 3: Put First Things First Focus on preserving and enhancing relationships and Focus on preserving and enhancing relationships and

on accomplishing resultson accomplishing results

Effective InterdependenceEffective Interdependence

The first three habits build a foundation on The first three habits build a foundation on independence, from which one can move to independence, from which one can move to interdependence—caring, productive interdependence—caring, productive relationships with others relationships with others

When a person moves to interdependence, When a person moves to interdependence, he steps into a leadership rolehe steps into a leadership role


Habit 4: Think Win-WinHabit 4: Think Win-Win Implies understanding that without Implies understanding that without

cooperation, the organization cannot succeedcooperation, the organization cannot succeed Habit 5: Seek First To Understand, Then To Be Habit 5: Seek First To Understand, Then To Be

UnderstoodUnderstoodRequires a nonjudgmental attitude. Emphatic Requires a nonjudgmental attitude. Emphatic

listening gets inside another person’s frame of listening gets inside another person’s frame of referencereference


Habit 6: SynergizeHabit 6: SynergizeSynergy is the combined action that occurs Synergy is the combined action that occurs

when people work together to create new when people work together to create new alternatives and solutions. The essence of alternatives and solutions. The essence of synergy is to value and respect differencessynergy is to value and respect differences

Habit 7: Sharpen The SawHabit 7: Sharpen The SawProcess of using and continuously renewing Process of using and continuously renewing

the physical, mental, spiritual, and social the physical, mental, spiritual, and social aspects of lifeaspects of life

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Seven Habits of Highly Effective People