The-7-Habits-of-Highly-Effective-People.pdf

Stephen R. Covey is a well-known authority on leadership, a family expert, teacher, organizational consultant, and vice chairman of the company FranklinCovey Co.

He is the author of several acclaimed books and has also received numerous honors and awards, including being named one of Time magazine's twenty-five most influential Americans.

Covey lives with his wife, Sandra, and their family in the Rocky Mountains of Utah.

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Stephen R. Corey The 7 Habits of Highly Effective People Publisher: Free Press

7 habits of highly effec2ve people 2

PART ONE: PARADIGMS AND PRINCIPLES The Seven Habits: An Overview PART TWO: PRIVATE VICTORY HABIT 1: Be Proactive HABIT 2: Begin with the End in Mind HABIT 3: Put First Things First

PART THREE: PUBLIC VICTORY HABIT 4: Think Win/Win HABIT 5: Seek first to Understand, Then to Be Understood HABIT 6: Synergize

PART FOUR: RENEWEL HABIT 7: Sharpen the Saw

CONTENT 7 HABITS OF HIGHLY EFFECTIVE PEOPLE


PART ONE: PARADIGMS AND PRINCIPLES


A PARADIGM: A paradigm is the way you perceive, understand, and interpret the world. If you want significant changes in your life, you must first change your paradigm, the way you see things.

PART ONE: PARADIGMS AND PRINCIPLES THE SEVEN HABITS: AN OVERVIEW

THE SEVEN HABITS: AN OVERVIEW


PART ONE: paradigms and principles This chapter summary is about: • What is a habit? • An overview of Part Two: Private Victory, Part Three: Public Victory and Part Four: Renewal.

What is a habit? A habit can be defined as the intersection of three elements: knowledge, skill, and desire. Knowledge is the theoretical paradigm, the what to do and the why. Skill is the how to and Desire is the want to.

PART TWO: Private Victory Habit 1,2 and 3 is about moving from dependence to independence: Habit 1: Be proactive Avoid reactive behaviour by practicing proactive behaviour. Habit 2: Begin with the end in mind Find the meaning and purpose of your life through mission statements e.g. always hear both sides before judging. Habit 3: Put first things first Plan what is urgent from less urgent and diminish things that does not influence your life at all.

PART THREE: Public Victory Habit 4, 5 and 6 is about moving from independence to interdependence: Habit 4: Think win-win Win-Win says it not you or me. Both of us have to gain on this deal because there is enough for all of us. Habit 5: Seek first to understand, then to be understood Use emphatic listening to truly understand. Then it will be easier to get a common and mutual agreement. Habit 6: Synergize It is not about choosing your way or my way. It is about finding the better way so that 2+2 equals 5.

PART FOUR: Renewal Habit 7: Sharpen the saw Get a fresh perspective on everything by renewing the four dimensions: body, heart, mind and soul.

PART ONE: PARADIGMS AND PRINCIPLES


PART TWO: PRIVATE VICTORY

HABIT 1: BE PROACTIVE


HABIT 1: BE PROACTIVE: Be proactive means having the freedom to choose and increase your influence. When you are proactive you choose how you want to respond to circumstances instead of automatically reacting to them.



Be proactive: This chapter summary is about: • Reactive vs. Proactive • The circle of influence • Example of what it means to be proactive

Reactive vs. Proactive The difference between reactive and proactive behaviour can be exemplified by the following:

Reactive behaviour is when you get angry at others, whine and complain or blame other people. Proactive behaviour is when you focus on solutions, take responsibility and take initiative to make things happen.

The same goes for the language. Reactive language is phrases like: “it’s not my fault, that’s just the way I am”, while proactive language sounds like this: “I can, I choose, let’s look at all of our options and find the best possible solution”.

The circle of influence We all have a wide range of concerns – our health, our children, problems at work, debt etc. This can be defined as the circle of concern. As we look at our circle of concern there are aspects of our lives that we are not really in control of. However, there are also a lot that we can do something about.

Proactive people focus their power on the circle of influence. They focus on the aspects that they can do something about. The nature of their energy is positive and proactive, which causes the Circle of Influence to expand.

Reactive people focus on what they can do nothing about and are not in control of. Such reactive behaviour diminish their circle of influence, while the circle of concern expands further.

Example: Find out if something is annoying you at work. Then categorize it is a direct, indirect, or no control problem. Identify a step-by-step plan which can influence your situation to the better. It is important always to be aware of the circle of concern vs. the circle of influence.

PART TWO: PRIVATE VICTORY HABIT 1: BE PROACTIVE

HABIT 2: BEGIN WITH THE END IN MIND


HABIT 2: BEGIN WITH THE END IN MIND: The best way to predict your future is to create it. This habit teaches you how to live with vision, mission, and purpose. Keep your goal in mind and you will reach it sooner or later.



HABIT 2: BEGIN WITH THE END IN MIND

Begin with the end in mind: This chapter summary is about: • Personal mission statement • Identifying your center • Example of what it means to begin with the end in mind

Personal mission statement A personal statement focus on 1. what you want to be, which means your character and 2. what you do, which is your contributions and achievements. All of which is based on your personal values and principles. Each individual is unique so a personal statement should reflect that as well. Examples of personal statements are: “listen before you judge, live healthy, remember to be positive etc”.

Identifying your center There is often one dominating center. However, it is better with a fair balance between them. Spouse centeredness is the strong emotional relationship e.g. a marriage. Family centeredness is the sense of security or personal worth from the family. Money centeredness is natural because many of us face economic worries. Work centeredness may create workaholics putting aside health. Possession centeredness is focused materialistic things such as cars, homes, jewellery etc. Pleasure centeredness is too much TV, video gaming, movies etc. Friend/enemy centeredness is common among young people as they seek their identity in groups. Church centeredness is living by church rules but not necessarily attending at church. Self centeredness explains it self as selfishness, egoism etc.

No matter what will be the center of our lives, it will be influenced by: 1. Security (identity, self-esteem, personal strength etc.), 2. Guidance (your direction in life, the internal reference that interprets your actions moment by moment) 3. Wisdom (your perspective on life, how your principles relate to each other) 4. Power (energy to act and make decisions, ability to redefine habits)

Example: Today there is a lot of talk about work-life-balance. In that case your centeredness will be a combination of both career and family. If you want to formulate a personal statement, it will sound something like this: I want to balance my work and family responsibilities.


HABIT 3: PUT FIRST THINGS FIRST


HABIT 3: PUT FIRST THINGS FIRST: Identify and eliminate unimportant activities that steal your time. This allows you to focus on what matters the most in your personal everyday life and your professional work tasks.



HABIT 3: PUT FIRST THINGS FIRST

Put first things first: This chapter summery is about: • The time management matrix • Gofer delegation vs. Stewardship delegation • Example of what it means to put first things first

The time management matrix The time management matrix is about how you can organize and execute priorities. The time management model consists of the following four quadrants.

Quadrant 1: The first quadrant is a combination of what is urgent and important. Such activities can be: pressing problems, projects that are close to deadline and generally things that have an important impact on either private or work aspects. Quadrant 2: The second quadrant are the important things that are not urgent, which can be getting new friends, finding new opportunities or moving to a bigger house because of more children. Quadrant 3: The third quadrant are those activities that are urgent but not important. It can be some mails, work, some phone calls, meetings without a clear agenda. Quadrant 4: The final quadrant are the things neither urgent or important, which is spam mails, pleasant activities etc.

Gofer delegation vs. Stewardship delegation There are two types of delegation – Gofer and Stewardship.

Gofer delegation is when a person is told exactly what to do, which is familiar with producers on a factory where the work flow is very well-defined. However, it does not develop or learn employees to think by themselves or improve work processes.

Stewardship is when a person gets the responsibility of reaching certain results, but is not dictated how to. It gives the employees a greater responsibility and a higher sense of commitment because they have influence on their own work.

Example: Focus on the activities related to quadrant 1 and be consequent when you prioritize what is more or less important/urgent. You will reach a higher degree of effectiveness if you map your activities and projects in the time management matrix.



PART THREE: PUBLIC VICTORY

HABIT 4: THINK WIN/WIN


HABIT 4: THINK WIN/WIN: The public victory begins when you co-operate so everyone wins. It is the effective and long-term relationships that seek mutual benefits. The solutions should always bring positive outcome for both parties.



HABIT 4: THINK WIN/WIN

Think Win/Win: This chapter summery is about: • Definitions of win/win, win/lose, lose/win, lose/lose and win • Five dimensions of win/win – character, relationships, agreements, systems and processes • Example of a win/win situation

Definitions of win/win, win/lose, lose/win, lose/lose and win Win/Win: When you seek a mutual benefit in your interactions with others. It will create long-term growth in relations with other human beings. Win/Lose: This is when solutions are made solely by power over others. A dictator leadership approach is a well-known example of this as one decision maker triumphs others. Lose/Win: If you are reactive and always have a “nice guy” approach. People will step on you to get their decisions through and diminish the voices of others. Lose/Lose: When you are negotiating with another person, and you are both stubborn and selfish. This may create a situation where nobody gains from it. Win: This is simply when a person thinks to secure himself. It does not concern the person whether or not it will be a lose or win situation for the other party/parties as long as he/she wins.

Five dimensions of win/win It begins with 1. character, 2. relationship and 3. agreements. These three factors are build on the environment of 4. supportive systems and 5. processes, which works as a foundation. 1. Character: It is made of three character traits, which is integrity, maturity and abundance mentality. 2. Relationships: It is the trust and emotional bank account, which is essential to succeed with win/win negotiations. 3. Agreements: It is the shift from being independent to interdependent partnerships of agreement. 4. Supportive Systems: It is the systems that support the win/win by giving rewards rightfully in the organization. 5. Processes: It is a process of seeing the other point of view, identifying key issues, determining necessary results and finding possible solutions.

Example: Negotiations are something that happens for people all the time. From negotiating the mortgage loan on your house to everyday things such as buying new clothing or getting a better bonus agreement at work. The next time you are in a situation of negotiation, think win/win. It will make the final agreement more beneficial for both parties.


HABIT 5: SEEK FIRST TO UNDERSTAND THEN TO BE UNDERSTOOD


HABIT 5: SEEK FIRST TO UNDERSTAND THEN TO BE UNDERSTOOD: Understanding comes through careful listening to what people have to say. By understanding others first it will be easier to express your own views and get mutual agreements and a collaborative workforce.



HABIT 5: SEEK FIRST TO UNDERSTAND THEN TO BE UNDERSTOOD

Seek first to understand then to be understood: This chapter summery is about: • Empathic listening • Diagnose before you prescribe • Example of what it means to understand and then to be understood

Empathic listening Most often we try to be understood, but it should be the other way around. Try to understand then to be understood. Empathic listening is about truly to understand the other person. Where is he/she coming from, what are their motivations, which of their ideas can we use? Listen and you will learn. It will make it much easier to influence and solve a specific challenge.

The ability of listening is closely connected with the importance of being understood. To be understood you have to practice the ancient geek concepts of ethos, pathos and logos. Ethos: It is your credibility and ability to make people trust you as competent. Pathos: It is the empathic side of you, which means the feelings and emotional part. Logos: It is the rational reason behind your speech and presentation.

Diagnose before you prescribe This is an important point for all professionals. If you do not diagnose before you prescribe. How can you then be sure that you are prescribing the right solution?

Whether you are seeking counsel from a lawyer, a psychologist, an engineer etc. you will always want them to carefully find the diagnose. A simple way to diagnose is to listen.

Listen 80% and talk 20% of the time and you will understand people better. This counts for both in your personal life and at work from your wife and children to clients and business partners.

Example: In a sales driven organization you must know what needs the client has before you sell the solution. The bad salesmen are those who just want to sell products without thinking of the customers’ actual needs. If you sell products no matter the need, it will create bad relations and damage trust as well as long-term earnings.


HABIT 6: SYNERGIZE


HABIT 6: SYNERGIZE: Synergy is when 2+2 = 5. In other words two or more people produce more together than the sum of what they could produce separately. Synergy comes from mixing differences from which creativity will blossom.



HABIT 6: SYNERGIZE

Synergize: This chapter summery is about: • Positive and negative synergy • Valuing the differences • Example of what it means to synergize

Positive and negative synergy The difference between positive and negative synergy can be exemplified by the following:

Positive synergy: If you want to synergize its important to be open and take time to let the different views be heard. This is not to complicate matters but instead to seek the possible third alternative to the given challenge. Most often the solution will be better than either of the ideas originally proposed in the beginning of the process.

Negative synergy: You may experience that dependant people seek to feel power over others. Such people will try to shape and influence you to be more like themselves. People that think to much alike may create negative synergy as the decisions will not be optimal e.g. in a company.

Valuing the differences It is the essence of synergy. If you cannot value the differences it becomes impossible to create synergy. To make synergy, you have to acknowledge that there are more than one solution to a given problem.

People are often driven by their own subjective paradigm. You have to recognize your own limitations to embrace the capabilities of other human beings.

If two or more people have the same view on things, it is not necessarily a good thing. It is the right combination of competencies that create the best results. So appreciate the differences. Do not have to agree at all terms, but be open minded.

Example: Many assignments can be better fulfilled in a mutual brainstorm process instead of a one-sided approach. Make a list of people who you may disagree with. The listen to them carefully and be open towards new ideas and perspectives.



PART FOUR: RENEWEL

HABIT 7: SHARPEN THE SAW


HABIT 7: SHARPEN THE SAW: Taking time to nurture body, mind, heart and soul. You will become effective in your life and get a fresh perspective on your personal and professional goals

PART FOUR: RENEWEL


HABIT 7: SHARPEN THE SAW

Sharpen the saw: This chapter summery is about: • Four dimensions of renewal • The upward spiral • Example of what it means to sharpen the saw

Four dimensions of renewal The four dimensions of renewal are: Physical, Spiritual, Mental and Social/emotional. You are the tool of your own performance and to be highly effective it is important to sharpen all of the four dimensions.

1. Physical dimension (Exercise, Nutrition and Stress Management) 2. Spiritual dimension (Value Clarification & Commitment, Study and Meditation) 3. Mental dimension (Reading, Visualizing, Planning and Writing) 4. Social/emotional dimension (Service, Empathy, Synergy, Intrinsic Security)

The upward spiral The 7th habit renews the former six habits e.g. the more proactive you are (habit 1) the better you will be at personal leadership (habit 2) and to manage your time (habit 3). The three habits of independence constitute the possibility of interdependency by seeking win/win situations (habit 4) by understanding (habit 5) and finally synergizing (habit 6).

This will create an upward spiral of personal freedom, security, wisdom and power by the education of your conscience. You will feel a continues improvement as the spiral reinforces itself by the process of learn, commit and do, learn, commit and do, learn commit and do etc.

All of it has to be balanced between the Physical, Spiritual, Mental and Social/emotional dimension.

Example: If you feel a high degree stress, it may be a good idea to make a list of activities that can get you in better physical health. Do sports, eat more healthy and remember to get a good nights sleep. The same can be done in relation to the spiritual, mental and social/emotional dimension.

PART FOUR: RENEWEL


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The-7-Habits-of-Highly-Effective-People.pdf