7 Habits of Highly Effective People - Stephen Covey

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The Slides includes all the seven habits of highly effective people with application practices from the famous book written by Stephen Covey.


  • 1. The Seven Habits of HighlyEffective People Dr.Arivalan DBACertified Hypnotherapist (IACT), NLP Coach (ABNLP,US), Time Line Therapist, LAB Profile Trainer.

2. This workshop is useful for:-Mind set changesManaging the selfManaging othersSuccessful Leaving 3. The 7 Habits ofHighly Effective People There is no real excellence in all this worldwhich can be separated from right living 4. Common deep personal & professional problems: How to reach the career goals set without losing personaland family life? How can I keep a promise I make to myself? How can a manager train his employees to be independentand responsible if it happened once that this manager washome sick for a day? How can one really congratulate a friend enthusiastically forachieving some degree of success and recognition withouteating his heart out? Theres so much to do and theres never enough time. Howcan I manage my life effectively? 5. The 7 Habits of HighlyEffective PeopleThe Principles established in Stephen R. Coveys book are supposed tohelp a person achieve true interdependent "effectiveness". Covey arguesthis is achieved by aligning oneself to what he calls "true north"principles of a character ethic that, unlike values, he believes to beuniversal and timeless. The book presents the principles in foursections.Paradigms and Principles. Here, Covey introduces the basicfoundation for the creation of the habits.Private Victory. Here, Covey introduces the first three habits intendedto take a person from dependence to independence, or one's ability to beself-reliant. You must be able to win your private victories before youcan start on your public victories. If you start to win your public victoriesfirst, how can you feel good about yourself and still work on habits...Public Victory. Here, Covey introduces habits four through six whichare intended to lead to interdependence, the ability to align one's needsand desires with those of other people and create effective relationships.Renewal. Here, Covey introduces the final habit which directs thereader to begin a process of self-improvement. 6. Principles of Personal VisionThe word proactive means that we areresponsible for our own lives. Ourbehavior is a function of our decisions, notour conditions. We can subordinatefeelings to values. We have the initiativeand the responsibility to make thingshappen. Highly proactive peoplerecognize that responsibility. The do notblame circumstances, conditions, or socialconditioning for their behavior. Theirbehavior is a product of their ownconscious choice, based on values, ratherthan a product of their conditions, basedon feeling. Proactive people are stillinfluenced by external stimuli but theirresponse, conscious or unconscious, is avalue based choice or response.Be Proactive 7. Begin with the end in mindPrinciples of Personal LeadershipBegin today with the image, picture, or paradigm ofthe end of your life as your frame of reference of thecriterion by which everything else is examined.Each part of your lifetodays behavior, tomorrowsbehavior, next weeks behavior, next monthsbehaviorcan be examined in the context of thewhole, of what really matters most to you. Bykeeping that end clearly in mind, you can makecertain that whatever you do on any particular daydoes not violate the criteria you have defined assupremely important, and that each day of your lifecontributes in a meaningful way to the vision youhave of your life as a whole. To begin with the endin mind means to start with a clear understanding ofyour destination. It means to know where youregoing so that you better understand where you arenow and so that the steps you take are always in theright direction. 8. Put First Things FirstPrinciples of Personal ManagementHabit 1 says that you are the programmer.Habit 2 says to write the program. Habit3 says to run the program. Living it isprimarily a function of our independentwill, our self-discipline, our integrity, andcommitmentnot to short-term goals andschedules or to the impulse of themoment, but to the correct principles andour own deepest values, which givemeaning and context to our goals, ourschedules, and our lives. Organize andexecute around priorities. 9. Think Win/WinPrinciples of Interpersonal LeadershipWin/Win is a frame of mind and heart thatconstantly seeks mutual benefit in all humaninteractions. Win/Win means that agreements orsolutions are mutually beneficial, mutuallysatisfying. With a Win/Win solution all parties feelgood about the decision and feel committed to theaction plan. Win/Win is a belief in a ThirdAlternative. Its not your way or my way; its abetter way. And if a solution cant be found tobenefit both parties they agree to disagreeagreeablyNo Deal. Anything less than Win/Winin and interdependent reality is a poor second bestthat will have impact in the long-term relationship.The cost of that impact needs to be carefullyconsidered. If you cant reach a true Win/Win,youre very often better off to go for No Deal. 10. Seek First toUnderstand,Then to BeUnderstoodPrinciples of Empathic CommunicationListening with the intent to understand is calledempathic listening. Empathic listening gets insideanother persons frame of reference. You look outthrough it, you see the world the way they see theworld, you understand their paradigm, youunderstand how they feel. Empathy is notsympathy. Empathic listening involves muchmore than registering, reflecting, or evenunderstanding the words that are said. You arentjust listening with your ears, but also with you eyesand your heart. Empathic listening is so powerfulbecause it gives you accurate data to work with.When you present your own ideas be clear,specific, visual, and most important, contextualin the context of a deep understanding of the otherpersons paradigms and concerns. You willsignificantly increase the credibility of your ideas.What youre presenting may even be differentform what you had originally thought because inyou effort to understand, you learned. 11. Principles of Creative CooperationSynergy is the essence of principle-centeredleadership. It catalyzes, unifies,and unleashes the greatest power withinpeople. Simply defined, it meant that thewhole is greater than the sum of its parts.Without doubt, you have to leave thecomfort zone of base camp and confrontan entirely new and unknown wilderness.You become a trailblazer, a pathfinder.You open new possibilities, newterritories, new continents, so that otherscan follow. The essence of synergy is tovalue differencesto respect them, tobuild on strengths, to compensate forweaknesses.Synergize 12. Sharpen the SawPrinciples of Balanced Self-RenewalHabit 7 is preserving and enhancing thegreatest asset you haveyou. Itsrenewing the four dimensions of yournaturephysical, spiritual, mental, andsocial/emotional. Express all 4motivations. Exercise all four dimensionsof our nature regularly and consistently inwise and balanced ways. This is the singlemost powerful investment we can evermake in lifethe investment in ourselves.We are the instruments of our ownperformance, we need to recognize theimportance of taking time to regularlysharpen the saw in all four ways.Exercise,nutrition,stressmanagementReading,visualizing,planning,writing,autonomyValueclarification,commitment,meditation,study,perspectiveService,empathy,synergy,intrinsicsecurity, be agood friendPhysicalSocialSpiritualMental 13. The Key for Successful LivingPersonality Ethic Character EthicFocus on attitude andbehavior minor changeTo change the situation firstwe have to change ourselvesand our perceptions significant, quantum changeWorks in short term situation(symptomatic treatment)Has personal worth in thelong term relationshipSocial band aids that treatsonly acute problemstemporarilyTreats the underlying chronicproblem 14. The Key for Successful Living Primary and secondary greatness Quit lacking at the leaves of attitude and behavior(secondary greatness) Get to work on the root, the character (primarygreatness) from which these attitude and behaviorflow. 15. The Power of a Paradigm A paradigm is : A frame of reference, a model A perception, assumption The way we perceive, understand &accordingly interpret and judge things. Amental map. 16. Two people can see the same thing,disagree and yet both be right. The more we examine the way we seethings, the more we can test them againstreality. Listen to others and be open to theirperception, to get a far more objective view. 17. Being Is SeeingBe See Think Feel Behave We cannot change our seeing withoutchanging our being If you want to have. Be. The seven habits paradigm: An inside-out approach to personal andinterpersonal effectiveness 18. Can we create a HABIT? We are what we repeatedly do Excellence, then, is not an act, but a habit Habits are learned and unlearned We are not the habits, hence we can changethem 19. Effectiveness is defined as p/pcbalance p= production = what is produced, the desiredresults produced pc = production capacity = producing asset.Maintaining, preserving and enhancing theresources that produces the desired results Maintain the p/pc balance: Balance short term with long term Take time to invest in a relationship Win the customer more than the call 20. Interdependence1BePUBLICVICTORYIndependenceproactivePRIVATEVICTORYDependenceThe Seven Habits Paradigm 21. Principles of Personal Leadership Move yourself from dependence toindependence, the foundation for effectiveinterdependence Achieve private victory, the foundation forpublic VICTORY Achieve self mastery through selfawareness, self confidence and selfcontrol. 22. Principles of Personal Leadership Prepare yourself for interpersonalleadership Build a changeless inner core, from whichyour attitude and behavior flow Build the principle center that gives youthe wisdom and power to adapt to changeand to take advantage of the opportunitiesthat change creates. 23. The Maturity Continuum 24. Character & PersonalityAlthough image, techniques and skills caninfluence your outward success, the weightof real effectiveness lies in good character. 25. Character & CompetenceCharacter A person with high characterexhibits integrity, maturity and anAbundance Mentality.Competence A person with high competence hasknowledge and ability in a givenarea.As people balance these two elements, they build theirpersonal trustworthiness and their trust with others. 26. Character & CompetenceCharacter Competence 27. JUDGEMENTCHARACTER Integrity Maturity Abundance Mentality InterdependencyCOMPETENCE Technical skills Qualifications Knowledge Experience 28. EMOTIONAL BANK ACCOUNT 29. CIRCLE OFINFLUENCE 30. CIRCLE OFINFLUENCE 31. Habit 1BE PROACTIVE1Beproactive 32. Three theories of determinism affecting ourresponse to a certain stimulus Genetic determinism (DNA) Psychic determinism (childhood experience) Environmental determinism (boss, spouse,economic situation, notational policies) 33. Habit One : Be ProactiveThe Habit of Personal VisionThe Four Human Endowments:Self-Awareness Examining thoughts, moods andbehaviorsImagination Visualizing beyond experience andpresent reality (work on alternatives)Conscience Understanding right and wrong andfollowing personal integrityIndependent Will Acting independent of externalinfluence 34. PROACTIVE MODELFreedomToStimulus Choose ResponseSelf-AwarenessIndependentImagination ConscienceWillHappiness is like unhappiness, a proactive choice 35. PROACTIVE MODEL Responsibility = Response-ability Proactive people: Behavior in the product of ones decision based onvalues Personal leaders Take the initiative and are solutions to problems Successfully handle direct, indirect and no controlproblems 36. PROACTIVE MODEL Reactive people: Behavior is the product of ones condition basedon feelings Unhappy people who feel victimized andimmobilized, who focus on the weaknesses ofother people Blame other people and circumstances they feelare responsible for their own stagnant situation. 37. Reactive Language Proactive LanguageThere's noting I can do Lets look at our alternationsThats just the way I am I can choose a different approachHe makes me so mad I control my own feelingsThey wont allow that I can create an effective presentationI have to do that I will choose an appropriateresponseI cant I chooseI must I preferIf only I will 38. Listen to your language and tothe language of the peoplearound you. How often do youuse and hear reactive phrasesas If only, or I have to 39. Self-Reflection Exercise 40. No ConcernCircle of Concern 41. Circle of ConcernCircle of Influence 42. Circle ofCircle of InfluenceConcernCircle ofCircle of InfluenceConcernREACTIVE FOCUS(Negative energy reducesthe Circles of Influences)PROACTIVE FOCUS(Positive energy enlargesthe Circles of Influences) 43. Habit 2BEGIN WITH THE END IN MIND1Beproactive2Beginwith theEnd in Mind 44. Start with a clear understanding of yourdestination Picture deeply what kind of husbands, wife,father or mother would you like to be? What kind of son or daughter or cousin? What kind of friend? What kind of working associate? 45. Assumptions Assume at your funeral, how would family,colleague, friend, church, etc talk about you Assume todays the last day in your life Assume: Body - Had a heart attack; Mind Life ofyour profession is 2 years; Heart Otherperson is clairvoyant; Spirit You met withthe Almighty 46. Habit TwoBegin with the End in MindThe Habit of Personal LeadershipMental Creation Precedes Physical CreationTo start with a clear understanding of yourdestination.Write your MISSION STATEMENTChoose a Life Center 47. Create a personal mission statements = apersonal constitution, a frame of reference Align your daily behavior with your lifeobjectives Business = busy-ness Climbing the ladder of success:effectiveness vs. efficiency 48. Circle of ConcernCircle of Influence Our deepest center: Work Family Spouse/Husband Friend Religion Self Pleasure Possessions Money Enemy 49. Power SecurityCENTERWisdom Guidance 50. Our four life-supporting factors derive fromthe very center of our circle of influence SECURITY: Sense of worth, self esteem& personal strength GUIDANCE: Source of direction in life WISDOM: Perspective on life POWER: Decision making ability 51. A principle center: Creating a solid changeless core, from whichflow the four life-support factors. Correct principles do not change a principle-centered person stands apart fromthe emotion of the situation and evaluates theoptions. 52. A principle center: You wont be acted upon by other people orcircumstances See change as an exciting adventure andopportunity to make significant contributions. 53. Habit TwoBegin with the End in MindThe Habit of Personal Leadership 54. Habit TwoBegin with the End in MindThe Habit of Personal LeadershipPrinciple-CenteredSomeone who is principle-centered bases decisions onprinciples that govern human effectiveness. Principles arethe ideal core because they allow us to seek the best...


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