Professional Documents
Culture Documents
OF HIGHLY EFFECTIVE
PEOPLE
STEPHEN COVEY
PREVIEW
Paradigms & Principles
Private Victory:
Habit 1: Be proactive
Habit 2: Begin with the end in mind
Habit 3: Put first things first
Public Victory:
Habit 4: Think Win/Win
Habit 5: Seek first to understand, then to be understood
Habit 6: Synergize
Renewal: Habit 7- Sharpen the Saw
PARADIGMS &
PRINCIPLES
INSIDE OUT
WHAT COVEY’S SON
TAUGHT HIM
If we want to change the situation,
we have to change ourselves
To change ourselves effectively, we
have to change our perceptions, the
lens through which we see the world
THE PERSONALITY &
CHARACTER ETHICS
According to the character
ethic, true success & enduring
happiness can result only when
people learn and integrate
basic principles of effective
living into their basic
character.
THE PERSONALITY &
CHARACTER ETHICS
According to the personality ethic,
success is a function of:
Personality
Public image
Attitude & behavior
Comn skills & techniques
Two paths:
Human & public relations techniques
Positive mental attitude (PMA).
BACK TO COVEYS’ SON
Their techniques obsessed them to
the exclusion of genuine concern
Began to see their role as being to
affirm, enjoy & value him
Withdrawal of protective attitude
pains, but results in confidence &
self-affirmation
PRIMARY & SECONDARY
GREATNESS
Personality building, comn
skills, positive thinking are
secondary, not primary,
traits.
In building, do not forget the
foundation on which
everything else must rest.
PRIMARY & SECONDARY
GREATNESS
Personality ethics can win
only short-term victories.
You cannot cram on a farm.
“What you are shouts so loudly
in my ears I cannot hear what
you say.” - Emerson.
THE POWER OF A
PARADIGM
“The map is not the territory.”
What a wrongly printed map
heading can lead to
A paradigm is a theory, an
explanation, a model, of
something else.
The age of the woman
THE FLAW OF
PSERSONALITY ETHICS
If ten seconds can have such
impact on the way we see
things, what about the
conditioning of a lifetime?
Trying to change outward
attitudes & behaviors doesn’t
help in the long run, examining
the paradigms from which they
flow does.
“For every thousand
hacking at the leaves
of evil, there is one
striking at the root.”
… Thoreau
THE POWER OF A
PARADIGM SHIFT
Thomas Kuhn: every
significant break through in
scientific endeavor involves a
break with tradition, from
Ptolemy to Copernicus, from
Newton to Einstein
Our paradigms are the sources
of our behavior – the subway
man with the unruly kids
FRANK KOCH’S
PARADIGM SHIFT AS A
BATTLESHIP CAPTAIN
SIGNALLING AT SEA
We are on a collision course,
advise you change course 20
degrees.
I’m a lighthouse.
THE PRINCIPLE-CENTRED
PARADIGM
Principles, natural laws
woven into the fabric of
every civilized society, are
like lighthouses.
“It is impossible for us to break
the law. We can only break
ourselves against the law.” –
Cecil B. deMille
WHICH ARE THESE
PRINCIPLES?
Fairness
Integrity and honesty
Human dignity
Service
Quality, or excellence
Potential, growth
Patience, nurturance, encouragement
THE PRINCIPLE-CENTRED
PARADIGM
Principles constitute a subjective reality, self-
evident to an individual, independent of faith
or religion.
Practices are situation-specific (raising a
second child on the model of the first), while
principles are universally applicable.
Principles are not values (a gang of thieves).
PRINCIPLES OF GROWTH
AND CHANGE
There are no short-cuts or quick-
fixes in growth: each step is
important and no step can be
skipped.
Thinking, or pretending, that you are
an international-level tennis player
will not make you one.
Natural growth requires adherence
to natural principles.
THE WAY WE SEE THE
PROBLEM IS THE PROBLEM
Disloyal employees – have we
done enough to motivate them?
Short of time always – is a
planner the correct answer or is
it our own inner efficiency?
A marriage gone sour – is the
problem with the spouse or with
ourselves?
A NEW LEVEL OF
THINKING
As long as the problem is “out there”,
there is nothing we can do about it.
The Outside-In approach traps
people in feelings of victimization
and immobilization.
Inside-Out means to start with the
innermost side of ourselves – our
paradigms, character & motives.
A NEW LEVEL OF
THINKING
Private victories precede public
victories.
If I want to be trusted, I must first
make myself trustworthy.
Likewise for my expectations as a
spouse, a parent, an employee.
PARADIGMS &
PRINCIPLES
THE SEVEN HABITS – AN
OVERVIEW
WHAT IS A HABIT?
Knowledge
(What to, Why to)
HABITS
Dependence (You)
Independence (I)
Inter-dependence (We)
THE SEVEN HABITS PARADIGM
Inter-dependence (We)
Seek first to understand,
Synergize
Then to be understood
PUBLIC 6
5
VICTORY
Think Win/Win
4
Independence (I)
3
Put first
Things first
1 2
PRIVATE
Be VICTORY Begin with
Proactive The end in mind
Dependence (You)
7 HABITS &
EFFECTIVENESS DEFINED
Create an empowering center of
correct maps
From which an indl can effectively
solve problems
Maximize opportunities
Continually learn and integrate other
principles
In an upward spiral of growth.
THE P/PC BALANCE
EXCESSIVE FOCUS ON P
Ruined health
Broken
relationships
Worn-out
machines
Depleted bank
accounts
Damaged
environment
EXCESSIVE FOCUS ON PC
The
eternal
student
syndrome
THREE KINDS OF ASSETS
Physical – A lawn mower.
Financial – would we improve our
std of living from our principal or
from our interests?
Human:
Humans control both physical and
financial assets.
When it comes to cleanliness of her
room, a man’s daughter can be his
goose.
ORGANIZATIONAL PC
Independence (I)
3
Put first
Things first
1 2
PRIVATE
Be VICTORY Begin with
Proactive The end in mind
Dependence (You)
HABIT 1: BE
PROACTIVE
PRINCIPLES OF PERSONAL
VISION
THE SOCIAL MIRROR
Prevent self-awareness by creating
a distorted vision
Projections rather than reflections:
“You’re never on time.”
“Why can’t you ever keep things in
order?”
“You must be an artist!”
Psychic determinism:
That’show your parents brought you up
You remember rejection, failure
Environmental determinism:
Your boss / spouse / nation / economic
policies are responsible
THE STIMULUS-
RESPONSE THEORY
STIMULUS RESPONSE
STIMULUS RESPONSE
FREEDOM TO CHOOSE
Imagination Conscience
THE PROACTIVE MODEL
Pro-activity proclaims freedom,
reactivity resigns to servitude.
Pro-activity = Responsibility =
“Response” + “Ability”
“I know of no more encouraging fact
than the
unquestionable ability of man
to elevate his life by
constant endeavor.”
… Eleanor Roosevelt
VICTOR FRANKL’S
LADDER OF VALUES
ATTITUDINAL
CREATIVE
EXPERENTIAL
REACTIVITY VS.
PROACTIVITY
Act or be acted upon.
Circle of Concern
Circle of
Influenc
e
REACTIVE FOCUS
No concern
Circle of Concern
Circle of
Influenc
e
PROACTIVE FOCUS
No concern
Circle of Concern
Circle of
Influenc
e
FOR THE POWERFUL…
No concern
Circle of Influence
Circle of
Concern
CLASSIFYING OUR PROBLEMS
Problems
Independence (I)
3
Put first
Things first
1 2
PRIVATE
Be VICTORY Begin with
Proactive The end in mind
Dependence (You)
HABIT 2: BEGIN WITH
THE END IN MIND
PRINCIPLES OF PERSONAL
LEADERSHIP
WHEN WE’RE DEAD &
GONE…
How we would like to be
remembered as:
A son or a father or a brother?
A friend?
SELF-AWARENESS CONSCIENCE
CIRCLE OF INFLUENCE
Security Power
Guidance Wisdom
Security Guidance
Sense of worth Frame of ref
Identity Sense of direction
Emotional anchorage Provides stds & principles
Self-Esteem
Wisdom
Power Perspective on life
Capacity to act Sense of balance
Strength, endurance Encompasses:
Energy to make Judgment
Discernment
choices
Comprehension
Overcome set habits.
S e lf S p o u s e
C hurch F a m i ly
Enem y PRINCIPLES
M oney
F r ie n d W ork
Possess-
P le a s u r e
io n s
SPOUSE (OR FRIEND)-
CENTRED MAN
Security:
Disagreement - Disappointment
Guidance:
Dictated by spouse/ marriage
Wisdom:
Dictated by spouse/ marriage
Power:
Ltd by str of self/spouse
FAMILY-CENTRED MAN
Security:
Founded on family acceptance
Guidance:
Script written by family
Wisdom:
Whatever is good for the family
Power:
Actions ltd by family tradition
MONEY-CENTRED MAN
Security:
Vulnerable to economic insecurity
Wisdom:
Whatever is good for more money
Power:
Actions ltd by financial resources and
imbalanced vision
WORK-CENTRED MAN
Security:
Self definition based on occupation
Comfortable only when working
Guidance:
Driven by needs/expectations of work
Wisdom:
Life = work
Power:
Actions ltd by:
Occupational opportunities, org constraint
Boss’s perceptions
POSSESSION-CENTRED MAN
Security:
Based on reputation/social status
Self worth = worth of possessions
Guidance:
Driven by acquiring/ protecting/ displaying
possessions
Wisdom:
Comparative economic/social relation
Power:
Actions ltd by what he can buy or social
status he can gain
PLEASURE (OR SELF)-
CENTRED MAN
Security:
Feels secure only on short-lived,
anesthetizing, pleasurable “high”
Guidance:
Driven by need for more pleasure
Wisdom:
What’s in it for me?
Power:
Almost negligible
ENEMY-CENTRED MAN
Security:
Vulnerable to en movements
Always wonders what en is up to
Seeks self-justification from like-minded
Guidance:
Dependent on what thwarts the en
Wisdom:
Narrow, distorted, defensive, paranoid
Power:
Destructive negative energy based on anger,
envy, resentment, vengeance
CHURCH-CENTRED MAN
Security:
Vulnerable to religious disappointment
Dependent on church authorities
Guidance:
How others evaluate him in context of
church teachings & expectations
Wisdom:
Fractured-Believers Vs. Non-believers
Power:
Depends on perceived church role/ posi
PRINCIPLE-CENTRED MAN
Security:
Based on changeless principles
Repeatedly validated through personal
experience
Understanding of own development
A stable core enables him to look at chang
as an adventure
Guidance:
An unfailingly consistent compass
Expand perspective
Independence (I)
3
Put first
Things first
1 2
PRIVATE
Be VICTORY Begin with
Proactive The end in mind
Dependence (You)
HABIT 3: PUT FIRST
THINGS FIRST
PRINCIPLES OF PERSONAL
MANAGEMENT
“Things that matter
most
must never be at the
mercy of things which
matter least.”
… Goethe
WHY PRIORITIZE? THE
ROCK & BUCKET STORY
Start with a bucket, some big rocks enough to fill
it, some small stones, some sand and water.
Put the big rocks in the bucket - is it full?
Put the small stones in around the big rocks - is it
full?
Put the sand in and give it a shake - is it full?
Put the water in. Now it's full.
The point is: unless you put the big rocks in first,
you won't get them in at all.
LEADERSHIP &
MANAGEMENT
Habit 2 is the mental creation, Habit
3 is the physical creation.
Leadership decides what “first
things” are; management puts them
first, day by day, moment by
moment.
“Manage from the left; lead from the
right.”
MANAGEMENT &
DISCIPLINE
Hinges on the 4th human endowment:
Independent will.
An effective manager is characterised
by inner discipline.
Discipline derives from “disciple”.
An effective manager is a disciple of his
inner values and their source, and
possesses the will to subordinate his
feelings, moods and impulses to these
values.
HABIT 3: PUT FIRST
THINGS FIRST
FOUR GENERATIONS OF
MANAGEMENT
FOUR GENERATIONS OF
TIME MANAGEMENT
Gen 1: Notes, check-lists.
Gen 2: Calendars, Appt Books.
Gen 3:
Weighting relative worth of activities
against values.
Setting specific short, intermediate and
long-term goals.
Working out a specific daily plan to
accomplish goals and activities
deemed most worthy.
FOUR GENERATIONS OF
TIME MANAGEMENT
Gen 4:
Gen 3 management made people feel
too scheduled, restricted and non-
spontaneous.
Gen 4 recognizes that the challenge is
not to manage time or things, but
ourselves.
Focuses on preserving and enhancing
relationships as well as accomplishing
results- the P/PC Balance.
HABIT 3: PUT FIRST
THINGS FIRST
THE FOUR QUADRANTS OF
ACTIVITIES
TIME MANAGEMENT MATRIX
Urgent Not Urgent
Important
Crises Prevention, PC
I II
Pressingproblems Relationship building
Deadline-driven Recognizing new
projects opportunities
Planning, recreation
Trivia,
busy work
calls
Some mails & reports Some mails, some phone
Some meetings
calls
Time wasters
Proximate, pressing
Pleasant activities
matters
Popular activities
QUADRANT I PEOPLE
I II
Stress
90% Time
Burnouts 10%
Time
Crisis
management
Always putting out fires
IV
III
QUADRANT III PEOPLE
I II
Short-term focus
Crisis management
I II
Total irresponsibility
Fired from jobs
Dependent on others or
institutions for basics
III IV
QUADRANT II PEOPLE
Building
I relationships
Vision, perspective
Preparation Balance
Discipline Writing a pers
msn
Control
Long range statement
planning Few crises
Preventive Exercisin
maint g
II
QUADRANT II PEOPLE
Msn
Roles Goals
Statement
WEEKLY ORGANIZING
Schedule
Roles Goals Plans
Delegate
LIVING IT
Habit 1: “You are the programmer.” Habit 2:
“Write the program.” Habit 3: “Run (‘Live’)
the program.”
Need for commitment, integrity, self-discipline.
As a principle-centered person, we can subordinate
our schedule to a higher value without guilt.
People are more important than things.
HABIT 3: PUT FIRST
THINGS FIRST
DELEGATION
PRODUCER
Input Output
MANAGER
Input Output
PRINCIPLE OF
DELEGATION
“Trust is the
highest form of
motivation.”
DEGREES OF DELEGATION
"Wait to be told." or "Do exactly what I
say." or "Follow these instructions
precisely."
"Look into this and tell me what you come
up with. I'll decide."
"Give me your recommendation, and the
other options with the pros and cons of
each. I'll let you know whether you can go
ahead.“
"Decide and let me know your decision,
but wait for my go ahead."
"Decide and let me know your decision,
then go ahead unless I say not to."
DEGREES OF DELEGATION
"Decide and take action, but
let me know what you did."
"Decide and take action. You
need not check back with
me."
"Decide where action needs
to be taken and manage the
situation accordingly. It's
your area of responsibility
now."
TYPES OF DELEGATION
Gofer Delegation.
“Go for this, go for that, do this, do that, and tell
me when it is done.”
The other person does not develop any
commitment.
Focused on methods, stay responsible for the
results.
Stewardship Delegation.
Focused on results, give the other person choice
of methods.
Clear, mutual, up-front understanding and
commitment regarding results.
STEPS IN EFFECTIVE
DELEGATION
Independence (I)
3
Put first
Things first
1 2
PRIVATE
Be VICTORY Begin with
Proactive The end in mind
Dependence (You)
PUBLIC VICTORY
PARADIGMS OF
INTERDEPENDENCE
THE EMOTIONAL BANK ACCT
Describes the amount of trust that’s
been built into a relationship.
Deposits Withdrawals
Courtesy Discourtesy
Kindness Disrespect
Honesty Ignoring
Decline in self-esteem.
Cynicism, cumulative resentment, deep
disappointment, disillusionment.
“Buried alive.”
Psychosomatic illnesses, particularly of
the respiration, circulation and nervous
systems.
Disproportionate rage against minor
provocation.
WIN /LOSE & LOSE / WIN
The weak submissiveness of lose / win
people supplements the
aggressiveness of win / lose people.
Both win / lose and lose / win are
symptomatic of personal insecurity.
Win / lose people are more successful –
lose / win people are weak and chaotic.
Many people swing between the two,
driven by anger to win / lose, driven by
guilt to lose / win.
LOSE / LOSE
When two win-lose people get
together – the clash of two
stubborn, egotistic, un-yielding
people.
Also the philosophy of highly
dependent, insecure people – “If
no one wins, perhaps being a
loser wouldn’t be so bad.”
WIN
Do not necessarily want the
other person to lose – only
interested that their own ends
should be achieved.
Most common approach in
everyday negotiation.
WHICH IS THE BEST?
Win /Lose would be good:
In a football match
Two regional offices miles away
which have no functional
relationships (compete)
Lose / Win would be good in a
relationship when you want to
genuinely affirm the other person.
Win would be the only option if
your child’s life were in danger.
WHICH IS THE BEST?
Most of life is interdependent.
Win / Lose may win in the short term
but will lose in the long term.
Similarly Lose / Win leads to lose /
lose in the long term.
Win is no foundation for any
productive relationship.
Win-Win is the only healthy attitude
in an interdependent reality.
WHICH IS THE BEST?
1 2 3
Abundance
Mentality
Integrity Maturity
INTEGRITY
Can be defined as the value we
place on ourselves
To win, we must know what
“win” means in the context of
our innermost values
Built up by Habits 1, 2 & 3
Cornerstone in the foundation of
our trust
Consideration THE MATURITY MATRIX
Courage
ABUNDANCE MENTALITY
A Scarcity Mentality
Sees only one pie out there
If anybody gets a big slice, there’s that
much less left for everybody else.
An Abundance Mentality
Grows out of a sense of deep personal
worth
Sees plenty out there, enough to spare for
everybody.
Promotes sharing of profit, prestige,
profits, decision-making.
ABUNDANCE MENTALITY
Psychic
Sounds
30%
Body
Language So, we listen with:
60% Ears
Eyes
Heart
DIAGNOSE BEFORE YOU
PRESCRIBE
Do not attempt to solve another’s eye
problems with your pair of glasses.
An amateur salesman sells products, a
professional sells solutions to needs &
problems.
A good lawyer writes his opposite
attorney’s case before he writes his
own.
FOUR AUTOBIOGRAPHICAL
RESPONSES
Mental
Emotional
HIGH
Synergistic
(Win/Win)
Respectful
(Compromise)
Trust
Defensive
LOW (Win/Lose or Lose/Win)
Economic
Positive Logical
Driving Forces
Reasonable Conscious
Inter-dependence (We)
Seek first to understand,
Synergize
Then to be understood
PUBLIC 6
5
VICTORY
Think Win/Win
4
Independence (I)
3
Put first
Things first
1 2
PRIVATE
Be VICTORY Begin with
Proactive The end in mind
Dependence (You)
Surrounds all
others because it
makes all others
possible
HABIT 7: SHARPEN
THE SAW
PRINCIPLES OF BALANCED
SELF-RENEWAL
A CONVERSATION IN THE
WOODS
What are
you doing?
Can’t you see? I’m
sawing down this
tree.
Physical Mental
Reading
Exercise
Visualizing
Nutrition
Planning
Stress Management
Writing
Social / Emotional
Spiritual
Service
Value Clarification
Empathy
& Commitment
Synergy
Study and Meditation
Intrinsic Security
PHYSICAL
6 hours a week can so significantly impact
the balance 162-165 hours of the week.
A good exercise plan focusing on:
Endurance
Flexibility
Strength
Service
Politicking
Master-minding
Adversarism
Excessive turnover
BALANCE IN RENEWAL
Any dimension that is neglected will
create negative force field resistance that
pushes against effectiveness and growth.
An org has to treat all four dimensions
balancedly
The economic (physical)
Learn
Do
Commit
Learn
Commit
Do
Learn
Do Commit
Do Commit
Learn
Inter-dependence (We)
Seek first to understand,
Synergize
Then to be understood
PUBLIC 6
5
VICTORY
Thank You!
Think Win/Win
4
Independence (I)
3
Put first
Things first
1 2
PRIVATE
Be VICTORY Begin with
Proactive The end in mind
Dependence (You)