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FC 7habits Whitepaper

FC 7habits Whitepaper

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Published by: peggy_vandaele on Jul 03, 2011
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A FranklinCovey White Paper

The 7 Habits of Highly Effective People®: Key to High-Performance Organizations

“Timeless principles consistently distinguish outstanding companies.”
Jim Collins & Jerry Porras, -Built to Last

in turn. customers. That’s what The 7 Habits of Highly Effective People ® workshop from FranklinCovey is about—making people effective so that they.” They have a strong sense of empowerment. . result in high-performance organizations. Strong premium placed on organizational learning. . along with a strong set of core values and competencies. Stay highly focused on a crucial few mission-critical goals that are ambitious. it’s the people who make the difference. Synergize® 7. Sharpen the Saw® 1 . There’s a powerful bias for results. Value diversity and creative collaboration. valuing and continuously building key relationships of mutual benef it. Be Proactive® Grasp opportunity with determination and take the initiative to leverage it. Then to Be Understood® 6. employees—and communicate with a customer focus and strong service orientation. not squandered. clearly articulated. can make their organizations effective. 2. People practice life balance and constant self renewal. however. Organizations that thrive and grow are the ones that live by the basic principles of high performance: high focus on mission and values along with superb execution. well-established ones—fail to survive more than a few years or decades. No company can truly succeed until individuals within it succeed. when applied.The 7 Habits of Highly Effective People® : Key to High-Performance Organizations What are the repeatable and proven principles that. Are trusted partners with suppliers and customers. Seek First to Understand. Put First Things First ® 4. time is managed. the “third alternative. they don’t wait around for things to change and don’t play “victim. 1. and measured.” in alliances and partnerships. Listen hard to stakeholders—market. Are driven by a compelling mission. Think Win-Win® 5. vision. teams. Continuously improve every key process and relationship. In great organizations. and people? What differentiates high performance from adequate or even failed performance? Most companies—even large. organizations don’t have minds and souls of their own. Begin with the End in Mind® 3. Execution is king. People who live by The 7 Habits . Strictly speaking. constantly seeking the innovative solution. and strategy.

5 million people have participated in The 7 Habits 360˚ Profile. and structural changes—these are just some of the proliferating challenges that organizations face today. they become dramatically more effective. the storms of mergers. Some 13 million copies of the book have been sold worldwide. In a study of 46 organizations that have implemented The 7 Habits.Nothing less can ensure survival and prosperity in these tumultuous times. and tools. The whirlwind of technological advances. Piecemeal improvements are futile. and local markets. Stephen R. training. It has helped transform thousands of organizations throughout the world by transforming the people they depend on. downsizing. 1 best seller by Dr. Quick-f ix solutions do not work in this environment. national. the return on investment (ROI) in The 7 Habits training coupled with 360˚ Profiles averages around 173 percent.” get 2 80 1 These results are drawn from The FranklinCovey Impact Analysis System developed by the Jack 60 37 Phillips Center for Research. co-founder and chairman of FranklinCovey Co.—are brought to life in a powerful learning experience involving individual effectiveness measures. More than 2. 40 20 0 Stronger interpersonal relationships Before 7H After 7H . Literally hundreds of thousands of people have learned The 7 Habits. The principles taught in The 7 Habits of Highly Effective People —the No. Another study of 15 organizations across 6 industries reveals a sampling of the performance improvements organizations typically see in their people: 1 More focus on organizational priorities 80 60 40 20 0 76 26 Before 7H After 7H % of who agree “I prioritize my job tasks so that the more important aspects of my job 87 100 the most time and attention. But ROI isn’t the whole story. What’s the Impact of The 7 Habits? As individuals learn and apply The 7 Habits. Only those organizations that have made the effort to build a solid foundation of highly effective people can endure. Covey. the changing tide of global.

" 92 58 Before 7H After 7H 91 "I am open to others’ ways of doing things." Before 7H After 7H 58 Before 7H After 7H 40 20 0 100 "I am open to others’ ways of doing things." 86 Before 7H After 7H "I seek to understand the needs and 89 concerns of others." 91 Before 7H After 7H 60 65 Before 7H After 7H "I seek to understand the needs and concerns of others." 86 Before 7H After 7H 53 Before 7H After 7H Stronger interpersonal relationships 89 60 Before 7H After 7H "I am an effective listener." 91 Before 7H After 7H 89 "I seek to understand the needs and concerns of others." "I am open to others’ ways of doing things." .80 60 40 20 0 80 60 100 40 80 20 60 0 40 20 80 0 60 100 40 80 20 60 0 100 40 80 20 60 0 40 100 20 80 0 60 40 100 20 80 0 60 100 40 80 20 60 0 40 100 20 80 0 60 40 100 20 80 0 60 100 40 80 20 60 0 40 100 20 80 0 60 100 40 80 20 60 0 100 40 80 20 60 0 40 100 20 80 0 60 40 100 20 80 0 60 76 26 Before 7H After 7H % of who agree 76 26 87 Before 7H Before 7H After 7H After 7H 37 % of who agree 76 Stronger interpersonal relationships 87 26 Before 7H After 7H 37 % of who agree 86 53 Stronger interpersonal relationships Before 7H After 7H 87 Stronger interpersonal relationships 37"I am an effective listener." 3 Before 7H After 7H 92 "I often use the knowledge and skills of others to better accomplish tasks." 53 60 Before 7H After 7H "I 65 am an effective listener." 65 "I often use the knowledge and 92 skills of others to better accomplish tasks.

There was little unity." 100 100 80 80 60 60 40 40 20 20 0 0 92 92 58 58 Before 7H Before 7H After 7H After 7H "I often use the knowledge and "I often use the knowledge and skills of others to better accomplish tasks. Beyond the statistics. So new systems were implemented. Things didn’t move. But somehow it wasn’t working." "I am an effective listener. senior managers found it tough to agree on objectives. here is an example of a firm where people use The 7 Habits to deal successfully with organizational challenges." skills of others to better accomplish tasks." These are just a few examples of the performance improvements organizations typically see when their people learn and apply The 7 Habits. The 7 Habits Improve Business Results A large." 65 65 91 91 Before 7H Before 7H After 7H After 7H "I am open to others’ ways of doing things." concerns of others." "I am open to others’ ways of doing things. Integration of process and technology went well. little teamwork. century-old health care firm in the western United States was wrestling with a fragmented and unresponsive financial system. Financial services didn’t connect with the division dealing with health information services and vice versa. The plans were good.40 40 20 20 0 0 Before 7H Before 7H After 7H After 7H "I am an effective listener. the tools were excellent." 100 100 80 80 60 60 40 40 20 20 0 0 89 89 60 60 Improved teamwork 100 100 80 80 60 60 40 40 20 20 0 0 Before 7H Before 7H After 7H After 7H "I seek to understand the needs and "I seek to understand the needs and concerns of others. They realized that good strategies and systems weren’t enough—the people were not making it happen! As is so often the case with new initiatives. 4 .

So they called on FranklinCovey to partner with them. trust. Beginning with five senior executives and 16 managers from the finance group. Two more focused sessions on interpersonal disciplines (Habits 4-6: win-win thinking. After a month’s application. Long after patients were released. and focus) were followed by a month of guided application. everyone was involved in the application phases. These tools included the renowned FranklinCovey Planner as well as Win-Win Agreements that help people follow through on commitments. We are absolutely delighted. After clarifying the specif ic outcomes both partners wanted to see. too. The CFO remarks that the finance managers “ just work differently. During this time the team participated in exercises and reviewed their progress. vision. The results? The FranklinCovey intervention—a unique combination of measures. FranklinCovey consultants determined quickly where the performance gaps were: fragmented teams. They had adopted great new processes and great technology. the group came together one more time for a work session on how to continuously improve their capacity to execute.” 5 . 7: developing proactivity. communication problems.Communication problems and conf licts slowed down the invoicing process. unity. The bottom line: the people had a new direction and new technology. and tools—helped bring about a breakthrough. understanding. but the people had to change. There’s more teaming. Participants also learned to use FranklinCovey tools to help people focus on true organizational priorities—to eliminate the unimportant and to optimize their efforts. and the discipline to execute. Processing costs dropped by nearly two thirds as divisions learned to communicate. The team was determined to make a change. their accounts were unsettled. less of a silo feeling. but they weren’t executing. and synergy) were followed up in the same way. Managers are now rated much more highly by their reports. The 7 Habits learning. Two brief sessions on personal discipline (Habits 1-3. a unique blended learning experience focused on the disciplines needed to overcome the barriers to execution. misaligned goals—all symptoms of a culture that lacked focus. Everyone attended every session. and everyone applied the tools. FranklinCovey then applied the power of The 7 Habits.

and Act Differently— to Get Better Results In today’s business environment. The rapid pace of change can cause organizations to turn reactive and defensive. Feb 2002 6 . The 7 Habits workshop will help you and the people in your organization change the fundamental way they approach their jobs. strategic combinations. Emerson) Benefits: • Greater focus on innovative ways to build value • Employees who take ownership for solving problems and adding value • Faster.” (S. The issue is building an organization that focuses on opportunities for creating value rather than on the obstacles to it. Jack Phillips Center ROI study of 46 organizations across 12 industries. You must do different things. you will act differently. an organization can respond to change proactively and positively. more creative problem solving and decision making 14 15 Ibid. Think. And those actions will produce superior results. and how the principles taught in The 7 Habits benefit them and increase their effectiveness in dealing with these challenges. and revolutions in technology.R. Jack Phillips Center. This sort of transformation is the key to turning organizations into places where effective people create lasting results. Aggregate Results. relationships.W.We’ll Help You See. Covey) “Every wall is a door. even problems and opportunities by: • Breaking common ineffective behaviours and tendencies • Creating high levels of trust • Developing strong interdependent relationships Once you see and think differently. globalization. Here’s a brief overview of the business issues people are faced with today. seeking and seizing opportunity. Faltering organizations can turn around if they take a proactive stance..” (R. HABIT 1: BE PROACTIVE Issue: We live in an era of strategic turmoil—of new business models. Fear and anxiety set in. They seize the initiative to create value for their stakeholders and take responsibility for results. However. it’s not enough to do things differently. Principles: “Proactive people and organizations are solutions to real problems. to suffocate from uncertainty.

Somehow.” “It is possible to be busy. a powerful core ideology.” (S. The issue is shared commitment to strategic objectives (alignment) and effective execution at all levels. Knowledge workers report being very busy. many organizations f lag in their execution of key objectives. but spending less than half their time on key objectives. Principles: “Things that matter most should never be at the mercy of things that matter least.R. success means execution—getting it done. Three-fourths of CEO failures are due to failure to execute.R.” (Theodore Hesburgh) Benefits: • Core values and ideology enable more focused branding. without being effective. However. better compatibility in hiring and partnering • Shared mission provides better sense of strategic direction • Efficient.” (S. very busy. Covey) “Management by objectives works—if you know the objectives. Effective organizations are marked by a strong central focus. Covey) “The very essence of leadership is vision. they can’t get their organizations focused on the things that matter most. Principles: “Successful enterprises first clearly define what they are trying to accomplish. and a compelling mission and strategy. You can’t blow an uncertain trumpet.HABIT 2: BEGIN WITH THE END IN MIND Issue: We are in a time of strategic retrenchment when organizations are stripping away everything that isn’t core and trying to find or renew their direction and focus. Ninety percent of the time you don’t. more precise execution of key objectives 7 . The extent to which you begin with the end in mind often determines whether or not you are able to create a successful enterprise.” (Peter Drucker) Benefits: • Tighter organizational alignment to strategy • Greatly improved cost-effectiveness of human resource • Faster. repeatable process for identifying strategic objectives HABIT 3: FIRST THINGS FIRST Issue: In this economy.

R. clients and suppliers. They are trusted partners because they manage their relationships according to a widely known but little understood principle: Win-Win. Covey) Benefits: • Increased organizational buy-in to key objectives • More focus and alignment to real client needs without giving away the store • More productive relationships along the value chain • Fewer conf licts and confrontations • Increased incentive and empowerment of team members to execute HABIT 5: SEEK FIRST TO UNDERSTAND. Covey) Benefits: • More precise fulfilment of customer needs. Truly effective organizations develop strong networks up and down the value chain.R. better deals. But authentic focus on client needs is rare. better results come from cooperating than from competing. more enduring relationships along the value chain • Better organizational alignment through clearer communication 8 . THEN TO BE UNDERSTOOD Issue: A key habit of highly effective organizations is sharp focus on client needs—whether the client is internal or external. more revenue • Improved. and individuals develops the discipline of empathic communication. Every interface with the client should add value to the relationship. The issue is creating shared commitment to organizational imperatives. Principles: “Diagnosis must precede prescription. that can only happen when the culture of the organization.HABIT 4: THINK WIN-WIN Issue: Right now the boundaries are getting fuzzier. New ideas are changing the relationships along the value chain between management and employees.” (S. Principles: “In an interdependent reality. work groups.” (S. partners and allies.

As a result. and incompatible systems.HABIT 6: SYNERGIZE Issue: Strategic combinations are becoming more important. Nevertheless. On a smaller scale. Often. Hamel) Benefits: • Faster and more successful Merger and Acquisition integration • More value-added relationships along the supply chain • More value creation from strategic innovation • Increased leverage from diversity HABIT 7: SHARPEN THE SAW Issue: Everyone believes in the principle of continuous improvement.R. However.” (Anonymous) Benefits: • Greater focus on increasing productive capacity • Ever-increasing quality in products and services • Ever-improving relationships with internal /external clients 60 Struck Court Cambridge ON N1R 8L2 1-866-742-2487 www. even customer relationships are a form of ‘‘strategic combination’’ to create value. supply-chain partnerships. Most mergers fail: 83% fail to create value.” (S.franklincovey. Merger and Acquisition success is often hindered by territoriality.” (R. Covey) “Strategic innovation—the greatest source of value creation—is the result of a coming together of disparate viewpoints or elements. ineffective organizations eventually die as their competitors overtake them in product and service quality and market share.ca 9 . over half destroy shareholder value. you’ll eventually get run over if you stand still. The issue is integration to create value. Bigger and bigger bets are being made to achieve scale and global presence. Principles: “Synergy is everywhere in nature. they fail to do so. such combinations often have trouble getting focused. Principles: “Even if you’re on the right track. Highly effective organizations live by the principle of continuous improvement. culture gaps. alliances. because of the dysfunctional habits of many organizations—and their people—getting better at what they do is often pushed to the back of the priority list.

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